Challenge    I am an accountant in a leading position whose tasks are quite wide. From issuing invoices to  manage the whole aftersale process. We had been through a quite harsh time, in which we have  experimented what personnel shortage means. The problem was that even though our IT department  was pretty developed, we couldn't be able to provide a tracking number to a large amount of  customers a day. The couriers in this case didn't appear to be interested in our issue and our final  clients have started sending us complaints regarding the uncertainty of their parcel status. Having  said that we are not dealing with an online shop and 75% of the current coworkers have no idea  about technologies, this sounded as a real challenge to me. In 2020 everyone expects to get live  information about their shipments and I personally didn't want to disappoint them any further.    Selection    The account and shipment team has been through several design thinking processes, due to the fact  that we needed to develope a flexible workflow according to the continuous changes in  regulamentation areas. Goal is to test if our mind mapping has been correctly created and exploit it  as much as possible.      Application    Agile and customer friendly are the key words. We tried to apply NPL methods as well as Scrum  ones. We have started sharing our tasks following the best abilities of our team members. The one  who had the best communication capabilities faced a two-day meeting with our courier's IT  department. Thanks to his reports, we could reorganise the workflow according, waiting for more  precise instructions. Internal it has been quite a challenge to operate the new tools in cooperation  with our company IT. It meant downloading new IT products, see if it was compatible and  proceeding accordingly.     Here the second part started, in which the whole team ought to configurate and test the whole. We  were the customers and had to check if it worked.  In two small groups, we played different roles: Company and client, who wants to follow his parcel  status. Priority for us was to lauch a tool, which was really useful. We have taken around 3 days to  perfect the whole process, co-aid by our IT-workers.  We have used trials, pretending to send a parcel, creating actually a fake parcel status and waiting if  the other team was getting the info on a live time.      Insight    I must confess that during the trials it has been quite complicated to coordinate different teams with  different needs and working approaches.Our team was fully committed to do it as quick as possible,  as our priority was to diminuish the client requests regarding shipment status, which represented  around 30% of our daily emails. As anticipated, we have been through some rigid obstacles, which  have been overcome using PNL and diplomatic assets, learnt during our numerous conflict  management courses. Additionaly, our co-workers learnt to polarize and prioritize tasks that are  more customer oriented, as they are our main stakeholder. This experiment also pushed our Ceo to  invest on IT-development as relevant part of customer satisfaction.

Approach    I am glad the the lauching approach has been the key of success of this small project we had. My  teams is keen to develop different tools and tend to experiment willingly. In the future my company  should standardize what we have done so that even for other department the workflow could  become smoother

