Redding Distributing Company
| UX Strategy |
This business was experiencing an abundance of internal change from restructuring management, technological advancements, and knowledge sharing. As a UX Strategist, I set forth to implement the most efficient and effective ways to facilitate change management, information exchange, design thinking and empathy.
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CATEGORIES
+ UX Strategy
+ Product Design
+ Information Architecture
+ UX/UI Design
+ Human Centered Design
+ Cross-Functional Collaboration
+ Evaluative Research -
CLIENT
Redding Distributing Co.
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METHODS
+ Contextual Inquiry
+ Usability Testing
+ Surveys
+ Focus Groups
+ Design Thinking
+ Field Studies -
TIMELINE
2018 – 2021
Change Management
Through Contextual Inquiry and Field Studies, I discovered various pain points among the company’s stakeholders:
+ Senior Management and Department Heads desired clarity and organization in executing annual task management
+ Stakeholders were unaware of growth opportunities within their departments
+ Stakeholders were unclear on role specific criteria to move ahead or into another department
I spearheaded a company-wide multifaceted strategy that would clarify company goals, processes and make information more accessible by working directly with Senior Management to implement these transformations.
The result was suite of workshops, lecture series, incentivized campaigns and engagement surveys that aimed to cultivate cross-functionally, foster leadership, inspire open communication, improve task management and clarify paths to promotion across all departments.
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Annual Strategic Planning Calendars
Distributed to Senior Management and Department Heads
Organizational tool for strategy, task management and execution
Served as a touch point to stay on target in meeting goals
Maintained accountability in task execution
Company President monitored progress and performance with monthly check-ins
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Path to Promotion Workshops
RDCTalks Lecture Series
Synergy Challenge Cross-Functional Collaboration Campaign
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Birthed from a desire for stakeholders to feel acknowledged, affirmed and considered
Structure: Short Essay, 5-Point Likert Scale, Yes or No
Participation was anonymous and voluntary
Participation Rate: (approx. 50% of total company stakeholders)
Surveys distributed annually at end of Quarter 3
Results extensively reviewed by Senior Management to determine what components needed to be improved, maintained or reevaluated for the following calendar year.
Results presented and discussed company-wide at beginning of Quarter 1
Senior Management + Department Head Strategic Planning
The implementation of this organization tool provided Senior Management and Department Heads with clear criteria which enabled task management, consistent accountability and ensured execution of yearly goals.
Professional Development
Considering and responding to stakeholder needs, this suite of workshops, lecture series and incentivized campaigns cultivated cross-functionally, fostered leadership, and clarified paths to promotion across all departments.
Path to Promotion
Educational workshops that clearly outlined career path growth opportunities within the company across all departments
RDC Talks
TEDTalk inspired lecture series with rotating internal leadership speakers that touched on pathways to promotion, mentorship, leadership, professional growth
Synergy Challenge
Incentivized champaign that inspired cross-functional collaboration and encouraged multi-department communications
Engagement Surveys
Birthed from a desire for stakeholders to feel acknowledged, affirmed and considered, these annual engagement surveys gauged overall company performance and translated their suggestions into actionable change for improvement.
Information Architecture
Amidst company-wide departmental restructuring, I organized User Interviews and Focus Groups to determine any pain points that may be linked to breaks within internal communications:
+ Recent restructure caused uncertainty and lack of clarity for existing stakeholders
+ New management positions left stakeholders without a direct line of support
+ Access to internal communications were entirely paper-based, often lost or discarded
+ Desire for a more environmentally sustainable means of knowledge sharing
I advocated for stakeholders by implementing digital based visual assets that effectively conveyed role hierarchy with a direct line of support.
Monthly Communications were translated into digital presentations looped on various television screens throughout every department.
By facilitating User Interviews, stakeholder insights informed the design process and ensured the ultimate success of the assets.
These assets resulted in higher retention rates, company-wide fiscal goals being met, and stakeholders feeling valued.
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Visual translation of roles and departments within company
Clearly outlined a direct line of support for stakeholders
Inspired internal mobility through departments
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Digital translation of internal knowledge sharing
Sustainable option to prior paper-based memos
Accessible to all departments
Looped on TV screens placed within each department
Updated monthly to reflect goals met, stakeholder achievements, culture events, etc.
Department Organizational Charts
These charts effectively conveyed role hierarchy and clarified a direct line of support within each department. The charts enabled stakeholders to discover internal mobility and collaboration across departments.
Monthly Communication
This digital presentation was an intentional effort that reflected the company's investment and care for its stakeholders. It recognized individuals who were performing well, conveyed business goals and agenda, inspired stakeholders to invest in their roles, celebrated employee-centric culture, showcased company culture events, work anniversary, birthdays, etc.
Employee-Centric Company Culture
Coupled with engagement survey insights on stakeholder pain points and Senior Management's awareness of employee morale and retention, I felt it was imperative to address these concerns through Design Thinking and Empathy.
I proposed and later developed a Company Culture Calendar of events to Senior Management and worked collaboratively with them to execute these concepts.
The Culture Calendar was a collection of events hosted by Senior Management that celebrated stakeholder’s investment, inspired fun and shared experiences among all departments.
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Translation of employee-centric ethos
Desire to cultivate relationship with stakeholders 'beyond the desk'
Celebrated employees and invested in their families
Provided opportunities to have fun and shared experiences outside of workplace
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Approx. 10-12 events per calendar year
Open to all employees, several events open to family and friends
Attendance Rate: 65-90% of total company employees
Events Scope: Trivia Nights, Golf Tournaments, Homebrewing Sessions, Cornhole Tournaments, Easter Egg Hunt, Cookouts, Kickball Games, Outdoor Movie Night, Fantasy Football, Craft Beer Club, etc.
