EXAMPLE REFLECTION - VISUALIZATION

CHALLENGE AND SELECTION

As the market place change, we need to evolve faster than ever and to re-invent our business by providing be;er  service. Visualiza?on is one of the key tool I use in my day to day ac?vity which addresses a common problem area  with various stakeholder within my organisa?on. I used the BLUE OCEAN STRATEGY to iden?fy the ‘AS-IS’ model -  diﬀerent kind of ac?vi?es performed at various stages, manual touch point, steps taken to  iden?fy the root cause ,  ?me taken for break resolu?on , pain point that the team currently faces which will help to reduce informa?on  transmission ?me to MARK and help invest in clients.

APPLICATION

One day when I was at work I had a though in my head - How can I reduce or eliminate mundane ac?vi?es and  maximise impact to the stakeholder. That is when I stepped back and used the BLUE OCEAN strategy. I created a  roadmap and broke it down into 4 parts ANALYSE, DESIGN, DECISE and DETERMINE. To develop it, I ﬁrst drew the  process workﬂow to iden?fy the various stakeholders involved at each stage of a value chain. I designed a one  week long workshop which helped study the current process, interac?ons performed by them on a daily basis with  both opera?onal and ITEC teams. Furthermore it also helped deep dive into diﬀerent applica?ons to iden?fy the  root cause of the problem.I also checked with the teams on the upcoming projects and if there were any levers  used in the past that did not work.I also conducted formal mee?ngs with the sponsor user key contact on the  ini?a?ve and discussed the progress and construc?ve feedbacks if any.

Thinking ahead ,I had the opportunity to build my team where I hand-picked  the best from various department  making us a perfect AGILE innova?ve team. For this ac?vity we carried daily class room session where we  collaborated, brainstormed to understand our dream of building a one stop shop plaZorm. With all the challenges  posed in the past, we had to iden?fy what features should the tool have, for that we chalked down basic ques?ons  - is there API connec?vity? Does the database have capacity to hold? Which applica?on can be used to resolve this  problem? By ar?cula?ng a clearer outcome statement we generated many ideas - crea?ng a workbasket which  helps to be;er plan the  day, a risk indicator to priori?se the issue, an email/no?ﬁca?on mechanism, naviga?ng to  diﬀerent tools via API, smart analy?cs, rule based logic to iden?fy the root cause and the ability to talk to the end  clients. now that we had all the ques?ons answered and features that we believed we wanted, we used the  MOSCOW RULE (MUST HAVE , SHOULD HAVE, COULD HAVE , GOOD TO HAVE ) to remove out unrealis?c and  expected ideas that lack the ‘WOW’ factor.

Based on the need of the end user we then created an outline with diﬀerent features and moved to the UX design  wherein we mapped the user’s journey. We ﬁrst tested with the exis?ng working group, following which the  features were reviewed by a larger audience. We also conducted a survey to understand the following If any  feature is missing?What changes would you like to see? Is the User interphase simple to use? Post the feedback  sessions we deployed our one-stop-shop plaZorm and received posi?ve feedback for various stakeholders.

INSIGHT AND APPROACH

The holis?c plaZorm  encompasses the end- to-end view in a single tool by providing graphs , giving risk score card  for be;er priori?za?ons, automa?ng root cause analysis , email exchange by click of a bu;on and also be;er audit  control and early warning reports.

While my eﬀorts helped reduce manual ac?vity, provided be;er audit controls and importantly improved customer  services, we were met with skep?cism by many stakeholders ini?ally. Some of the stakeholders raised concerns as  they may have had to use mul?ple applica?ons to priori?se their ac?vity. Collabora?ng and incorpora?ng their  feedback helped tame this robust and comprehensive eﬀort.It not only provided long term solu?ons but also  beneﬁ;ed all stakeholders and importantly set precedence to quality of future eﬀorts and orienta?on towards  eﬃciency.


EXAMPLE REFLECTION - VISUALIZATION CHALLENGE AND SELECTION As the market place change , we need to evolve faster than ever and to re - invent our business by providing be;er service . Visualiza?on is one of the key tool I use in my day to day ac?vity which addresses a common problem area with various stakeholder within my organisa?on . I used the BLUE OCEAN STRATEGY to iden?fy the ‘ AS - IS ’ model - diﬀerent kind of ac?vi?es performed at various stages , manual touch point , steps taken to iden?fy the root cause , ? me taken for break resolu?on , pain point that the team currently faces which will help to reduce informa?on transmission ? me to MARK and help invest in clients . APPLICATION One day when I was at work I had a though in my head - How can I reduce or eliminate mundane ac?vi?es and maximise impact to the stakeholder . That is when I stepped back and used the BLUE OCEAN strategy . I created a roadmap and broke it down into 4 parts ANALYSE , DESIGN , DECISE and DETERMINE . To develop it , I ﬁrst drew the process workﬂow to iden?fy the various stakeholders involved at each stage of a value chain . I designed a one week long workshop which helped study the current process , interac?ons performed by them on a daily basis with both opera?onal and ITEC teams . Furthermore it also helped deep dive into diﬀerent applica?ons to iden?fy the root cause of the problem . I also checked with the teams on the upcoming projects and if there were any levers used in the past that did not work . I also conducted formal mee?ngs with the sponsor user key contact on the ini?a?ve and discussed the progress and construc?ve feedbacks if any . Thinking ahead , I had the opportunity to build my team where I hand - picked the best from various department making us a perfect AGILE innova?ve team . For this ac?vity we carried daily class room session where we collaborated , brainstormed to understand our dream of building a one stop shop plaZorm . With all the challenges posed in the past , we had to iden?fy what features should the tool have , for that we chalked down basic ques?ons - is there API connec?vity ? Does the database have capacity to hold ? Which applica?on can be used to resolve this problem ? By ar?cula?ng a clearer outcome statement we generated many ideas - crea?ng a workbasket which helps to be;er plan the day , a risk indicator to priori?se the issue , an email / no?ﬁca?on mechanism , naviga?ng to diﬀerent tools via API , smart analy?cs , rule based logic to iden?fy the root cause and the ability to talk to the end clients . now that we had all the ques?ons answered and features that we believed we wanted , we used the MOSCOW RULE ( MUST HAVE , SHOULD HAVE , COULD HAVE , GOOD TO HAVE ) to remove out unrealis?c and expected ideas that lack the ‘ WOW ’ factor . Based on the need of the end user we then created an outline with diﬀerent features and moved to the UX design wherein we mapped the user ’s journey . We ﬁrst tested with the exis?ng working group , following which the features were reviewed by a larger audience . We also conducted a survey to understand the following If any feature is missing?What changes would you like to see ? Is the User interphase simple to use ? Post the feedback sessions we deployed our one - stop - shop plaZorm and received posi?ve feedback for various stakeholders . INSIGHT AND APPROACH The holis?c plaZorm encompasses the end- to - end view in a single tool by providing graphs , giving risk score card for be;er priori?za?ons , automa?ng root cause analysis , email exchange by click of a bu;on and also be;er audit control and early warning reports . While my eﬀorts helped reduce manual ac?vity , provided be;er audit controls and importantly improved customer services , we were met with skep?cism by many stakeholders ini?ally . Some of the stakeholders raised concerns as they may have had to use mul?ple applica?ons to priori?se their ac?vity . Collabora?ng and incorpora?ng their feedback helped tame this robust and comprehensive eﬀort . It not only provided long term solu?ons but also beneﬁ;ed all stakeholders and importantly set precedence to quality of future eﬀorts and orienta?on towards eﬃciency .