We recently helped a credit union transform its digital landscape to meet the changing needs of its employees and members. The project was not just about adopting new technology but about creating a digital ecosystem that could support innovation, collaboration, and better service.
This project faced a complex challenge: to simplify a wide range of digital tools, improve the digital skills of the workforce, and enable seamless collaboration across locations. The credit union needed a holistic approach that would address these challenges and transform their digital transformation for a future-ready digital workplace.
The project's scope aimed at redesigning the digital employee experience from scratch. Through assessments, user interviews, and workshops, the project captured the specific needs of the credit union's diverse workforce. From defining user profiles and personas to developing a digital workplace strategy that aligned with strategic goals, the project showed the credit union's dedication to its employees and members.
We started the project by examining the current digital environment. We wanted to find out how things were working and what needed to change. We also looked at how the employee collaboration tools were used to communicate and collaborate.
Our analysis helped us spot trends and key factors that would guide our strategy and design. We also measured the effectiveness and popularity of the current digital tools, giving us a baseline for our roadmap.
Data was collected and reviewed to help identify the credit union's digital signals. This data-driven approach helped us make informed decisions and identify areas for a digital transformation.
A critical step in our approach was to create and refine user profiles based on user interviews with employees from different levels and roles in the organization. We wanted to test and confirm our initial assumptions and understand their main challenges.
"We started the project by examining the current digital environment. We wanted to find out how things were working and what needed to change."
Boris Boitsov, Director of Consulting, 2toLead
These conversations helped us design realistic scenarios that matched the organization's specific business needs and goals.
We used these scenarios to develop detailed personas that guided our digital workplace strategy and helped us customize the digital experience for different employee segments. These personas ensured that our solutions were based on a solid knowledge of the industry, the organization's needs, and the diverse preferences of its workforce.
We designed and conducted a series of strategic workshops, each focusing on a different aspect of the employee experience, such as communication, collaboration, management, governance, and adoption. These workshops were based on realistic scenarios that reflected the organization's specific business needs and goals, as well as the diverse preferences of its workforce.
Each workshop yielded tactical recommendations for effective implementations and improvements, using Microsoft 365's capabilities and industry best practices. We also reviewed key technical decisions and tenant-level settings required to support scalability, operational excellence and employee collaboration tools.
To conclude our strategic workshops, we defined, identified, aligned, and prioritized adoption-related activities for the organization, recognizing that the best technology implementations can falter without proper adoption.
As a final step, we refined the project roadmap with multiple reviews and feedback sessions. We documented every stage of the project, from employee profiles to workshop outcomes, in a detailed report that would inform the roadmap execution.
Our approach combined user-focused design, data-driven analysis, strategic vision, and careful planning to create a foundation for a digital transformation for the workplace. This was not just a technology upgrade, but a culture and operation change that would make the organization a leader in digital innovation in the financial services industry.
By analyzing input from the business teams, the project identified and prioritized categories for improvement for the organization. The top three needs were identified:
I want to integrate the systems that I use to do my work, so that I have fewer locations that I need to navigate to for key information or for key tasks to be executed. I may have nine different systems open to be able to execute my job at one time and several other systems that I need to open on demand.
I want clear communication channels, training materials, and guidelines for seeking help, whether through dedicated Teams channels, direct communication, or self-service resources, so that I can better use the tools that I need for my day to day.
I want to be able to communicate with my co-workers and other departments while being able to effectively reference member information, visible in a shared dashboard, so that we can ensure everyone is referencing the same information at the same time while working on an internal project and we don’t have to constantly recreate views of this data.
Four strategic objectives were identified as drivers for the digital workplace transformation roadmap. These included:
The outcome of the project was a detailed digital workplace strategy roadmap that provided an actionable plan for tackling the needs and pain points we heard from employees. The key to strategic roadmaps is striking a balance between being practical while also not being afraid to think big. It was critical to be realistic about the initiatives that would address user concerns and ensure that available resources were aligned with key needs.
Are you looking for a similar solution for your organization? Do you want to transform your employee experience into a modern digital workplace, but you are not sure where to start? If so, contact us today, and we can develop a platform that truly meets the needs of your organization's employees.
We would love to hear from you and help you achieve your goals with SharePoint and Microsoft 365.
Industry
Financial Services
Company Size
700 Employees
Type
Nonprofit
Specialties
Full-service personal & business banking, online & in-branch
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