Relevant organization
Multiplica
Design Operation
Multiplica
After consolidating all our brands under the Multiplica universe, we realized the crucial need for a global design studio. This studio will be our central point for achieving excellence and promoting team development.
I had the opportunity to lead a study that aimed to bring together various viewpoints on design from different countries and markets at different stages of development. Our goal was to establish a shared understanding and determine which services to offer and how to implement them over time. It was a challenging task, but we were successful in unifying the internal narrative.
At Multiplica, we are committed to delivering value and fulfilling our promises to customers. As our team continues to grow, we recognized the need to audit our value generation process and develop a global methodology that takes into account the unique qualities of each region. This helps us ensure that we consistently deliver on our commitments.
Design Ops
Strategic
Design Thinking
What is the definition of design?
To start this journey, we need to have various discussions and workshops to reach a mutual understanding of what design and UX mean to us. We must also consider our backgrounds and future goals.
A team was formed with members representing various regions of Multiplica and fulfilling different roles in the design process.
Where are we going?
Multiplica has been dedicated to enhancing user experience for over 20 years. The company focuses on designing objects that result in incredible experiences for various brands, including Caixabank, the Book House, Bancolombia, and Metlife.
We created our offering and its implementation plan in the short and medium term by considering our clients’ needs and our team’s objectives at the Design Studio.
Prioritizing the process, business objectives, and projects is crucial to presenting ourselves as a service that seamlessly combines thinking and action. By utilizing research to tackle challenges effectively, we can confidently achieve our goals.
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Phase 1.
Investigate the problem space
For the initial stage, we aimed to identify the primary pain points experienced by the team. To achieve this, we conducted various qualitative research methods.
- We design and launch a survey to gather information.
- We conducted 1.1 interviews with 8 members of the team.
- Mapping out skills and roles.
- We documented the current process.
Through our analysis, we uncovered a range of obstacles and weaknesses. To help address these issues, we created an «as is» and «to be» process document, mapped the current team’s skills, and developed a strategy to bridge any existing gaps.
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Phase 2.
Defining the value of Design Ops
During this phase, we identified priority initiatives based on pain points and team gaps. These initiatives were categorized into the three main areas of design operations:
1. How we organize
2. How we work
3. How we measure the impact
Our initial priority was to establish the project’s roles and governance. We shared this information with the key stakeholders to ensure they comprehend its significance and can support the objectives.
To conclude this phase, the design team created a model and projected the necessary roles we would need.
Summary:
1. Focus Design Ops efforts.
2. Establish project ownership.
3. Socialize and democratize vision.
Diseño de equipos pequeños y medianos
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Phase 3.
We introduce «The procreate»
Here is a simpler method to categorize projects and allocate teams
Based on the concept developed by Benjamin del Real at BBVA, we created «The Procreate». This tool assists us in categorizing projects based on their level of complexity, enabling us to assign roles and occupancy percentages accordingly. Projects are classified into four categories based on their size: S, M, L, and XL.
For each of these sizes, we assign specific profiles to ensure that we provide the highest quality to the client while also considering project profitability.
A helpful tool that simplifies our daily tasks – The calculator
By utilizing this straightforward calculator to analyze data, we can determine the appropriate team size, roles, and level of complexity required for each project. Additionally, this tool is highly beneficial for our sales department and facilitates smoother deliveries.
A helpful tool that simplifies our daily tasks – The calculator
By utilizing this straightforward calculator to analyze data, we can determine the appropriate team size, roles, and level of complexity required for each project. Additionally, this tool is highly beneficial for our sales department and facilitates smoother deliveries.
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Phase 4.
Initiatives and prioritizing roadmaps
During the final phase of the project, we developed a plan that incorporated strategic and tactical initiatives, with a focus on three key areas of influence: organizational structure, work processes, and impact measurement.
When developing initiatives, we prioritize them using an effort/impact matrix and create a work roadmap for 3, 6, and 12 months. Additionally, we design an action plan for all initiatives.
Summary:
1. Strategic and tactical roadmap.
2. 3, 6 and 12 months work roadmap .
3. Designing an action plan.
