How Might We

Help a team change the way that they work with one another, and their partners, so that they are enabled to work more efficiently, effectively and improve how they are perceived

How Might We

Help a team change the way that they work with one another, and their partners, so that they are enabled to work more efficiently, effectively and improve how they are perceived

TEAM ENGAGEMENT MODEL
CATEGORY

Organizational Design

CLIENT

Accenture Legal

MY ROLE & SCOPE
Design & Research Co-Lead
Collaborated on cross-functional team
Impact across all of Accenture Legal
Never been done before with design

ACTIVITY OVERVIEW
– Empathy Interviews
– Observation Sessions
– Co-Creation Sessions
– Personas, Persona Focus
– Service Blueprint
– Experience Principles
– Concept Sketches
– Product Demos
– Industry Trends Analysis
– Concepts Recommendation

OPPORTUNITY

Our internal legal team was struggling with their partnership with other teammates and teams altogether. Their processes and tools were  not only complex but had little to no standardization. Often there was even lack of ownership and confusion on next steps altogether. Their team was ripe for a fresh approach–particularly from an engagement model perspective and as a small team we were excited to jump in and figure this out. 

APPROACH

As a small team we took turns leading different activities throughout the research, synthesis, concepting, and refinement processes. We kept the legal team in close connecting with everything we were doing and even brought them in for three different double workshop day sessions. We were careful to bring data from research into every conversation and be mindful of how we approached broken areas of their existing approach. 

OUTCOME

In our final workshop together we prioritized a listing of concepts for a new engagement model as well as refined them as best we could given the time alotted. We depicted the prioritzed and refined concepts within a mapping indicating how all these initiatives could come together as a larger system. Really we provided them with an ecosystem map detailing out everything we had created together across our working team.

Scroll down for a detailed look at the process and assets created throughout the project including :

RESEARCH
PERSONAS
SERVICE BLUEPRINT
EXPERIENCE PRINCIPLES
CONCEPT SKETCHES
RESEARCH

On this project we had a discovery phase in which we became engrossed in the space. We interviewed two types of people: Legal and Client team members. We studied their processes, pain points and what they liked about their current interaction between one another. We used research to inform our personas, experience principles, service blueprint, and concepts. Our research was interwoven throughout all work.

We conducted primary, secondary, and co-creation research together. Primary: 24 Client Team Members, 17 Legal Team Members, 2 CIO Members, 3 Observation Sessions, and ACES, CRT Demos. Secondary: Legal Trends Assessment, 360 CM Interviews, and Lawgeek Demo.  Co-Creation: 1 workshop, 5 collaborative progress update sessions. 

Inputs Leveraged

Initial Poll on Perception

Diverging Points of View

Making Sense of Meaningful Insights

PERSONAS

We often hosted what we call client “rumbles” – essentially they are workshops. They are used to gather research and perspective from the client. We run a variety of different activities to gather this information. It is a very collaborative experience. Rumbles usually last 1-2 days depending on client availability and activities necessary for our understanding. We found that the entire group leaves mentally and physically exhausted yet energized at the same time. We come out of them with a great deal of “ah-ha!” moments.

Our rumble synthesis often uncovers areas and issues that the client team was blindsided by because of their closeness to the space. For this project we ran a couple client rumbles at the beginning of the project to kick it off and toward the end to finalize concepts. In this first one we talked about personas.

Persona Development

SERVICE BLUEPRINT

In our second rumble, or workshop, we worked with our legal team in person to refine and iterate on the blueprint we had been working on from our research to date. It was helpful to have them in the room with us to write directly onto the work in progress document we had. It was much easier for them to interact with us in person for this phase given the density of the material

Collaborative Blueprinting

Key Themes & Insights

EXPERIENCE PRINCIPLES

Experience principles are derived from research. They give us rules to abide by as we design. They keep our work in line with our user’s key needs. Four experience principles were developed for this project. We looked at our experience principles as a requirements checklist. Does this part of the design meet all of these requirements? If it did not we would modify.

1
SHOW TO TELL
Create mutual understanding by working transparently where the process impacts the Client team most. 

+ Eliminate ignorance about what you do so that your’re better utilized
+ Identify the right moments to work transparently so that the internal client knows what to expect

3
BRIDGE THE GAP
Articulate your work through a business lens to build common ground. 

+ Consider business needs and goals to create a balanced perspective
+ Provide rationale when communicating to the internal client team to keep things moving
+ Avoid legalese to make communications clearer and easier to consume

2
FLEX TO FIT
Work creatively within the current process to get what you need. 

+ Complement rather than disrupt process to achieve stronger outcomes
+ Avoid solutions that rely on changing behavior to achieve better adoption
+ Mitigate risks upfront to avoid rework

4
BE-ONEDERFUL
Streamline your efforts to work more effectively as one team.

+ Reduce redundant, siloed work so that you can focus on higher-impact activities
+ Create a culture of knowledge sharing to encourage growth as a cohesive single team.

CONCEPT SKETCHES

We, individually and then as a team, sketched what we would idealistically like to see within the new processes, products and services we were creating. We leveraged our interviews with users, as well as competitive and design pattern analyses findings. We sketched individually and then as a team to make sure that we captured all potential solutions.

Rapid Concepting Board

Internal Studio Feedback Session

FINAL CLIENT RUMBLE

This was the third of three rumbles. While the first rumble acted as more of a kickoff. This rumble was focused on potential solutions. Both our team and the client team attempted to solve their client’s largest pain points.

We came up with solutions, poked holes in those solutions and then patched them back up again. We prioritized solutions that could logistically be implemented. We recorded more long term vision solutions. We left the rumble with specific direction and an enthusiasm to get into the details of developing many of the solutions.

Kickoff, Participant Kits

Concepting, Sharing, Affinity Mapping

Concept Ranking & Prioritization

Cleaned Up Prioritization

Natalie Kuhn

A believer that many of the world’s problems can be solved using a designer’s mindset and methodology. Hopeful that I can help to create change by starting within my local community.

Connect

Ⓒ Natalie Kuhn 2024. All Rights Reserved.
Privacy Settings
We use cookies to enhance your experience while using our website. If you are using our Services via a browser you can restrict, block or remove cookies through your web browser settings. We also use content and scripts from third parties that may use tracking technologies. You can selectively provide your consent below to allow such third party embeds. For complete information about the cookies we use, data we collect and how we process them, please check our Privacy Policy
Youtube
Consent to display content from - Youtube
Vimeo
Consent to display content from - Vimeo
Google Maps
Consent to display content from - Google
Save