What we did
Our work covered every level of the program: the project itself, mentoring, services, operating model, and software. Our approach was grounded in human-centric change leadership, iterative operating models, and customer-centric service development.
We began by interviewing the mentors on their needs and expectations. Concurrently, on a project level, crystallizing the common goals and creating a roadmap were the first steps. We started to structure PHHYKY’s software usage/utilization by reviewing their most important software and software providers, concentrating on Teams and a chatbot. More than often, 25 percent of successful change is about technology and 75 percent about change in peoples’ actions, of which the chatbot is a great example.
After the first month, we started designing and experimenting new mentoring models, including methods for improving communications throughout the organization, identifying employees’ real needs, gathering customer feedback, and testing different rituals and ways of working. Later, to create a portfolio of services for the mentors to use and develop to speed up the usage of digital tools in the units, we added the customer segments, value promises and service design to the mix. We also provided recommendations for future development.