Future of Enterprise Services in Organon
Reimagining how employees interact with enterprise services in Organon and making their experience more seamless and efficient than ever before.
MY ROLE
As a service designer on this project, I was responsible for conducting in-depth research, defining a future strategic vision, and designing the employee off-boarding experience at Organon .
THE TEAM
Service Designer (me),
Service Design Lead,
Service Design Manager,
and, User Researcher
SKILLS
User Research
Service Design
Future Envisioning
TIMELINE
Feb 2024 - May 2024
Project Overview
Project Outcome
Organon & Co. is an American pharmaceutical company, originating as a spinoff from Merck. It focuses on innovation in women’s health and biosimilars businesses.
Organon’s Global Business Services (GBS) recognised the need to enhance its capabilities in critical internal areas, including service management, as well as workflow enablement, by leveraging ServiceNow.
This project resulted in EY defining an optimal future state user experience for Organon employees, complete with 6 key principles and guidelines to effectively translate the vision into actionable steps. We implemented these principles into the employee off-boarding journey to clearly demonstrate their impact.
Going beyond this, we provided recommendations tailored to employee behaviors to enable change. These approaches cultivate an environment where adopting a new portal is not just a requirement but a natural choice for efficiency and growth.
OKAY, BUT WHAT ARE THESE ENTERPRISE SERVICES?
🔧
I need help with something
Requesting for a service or raising an issue related to the delivery of a service.
📓
I need information on something
Access to knowledge hub containing help documentation, FAQ’s, how-to’s and more.
🔎
I need to find something
Getting an accurate and consistent database containing information about all services being provided.
THE ASK
Organon approached EY to transform the experience of how they deliver their enterprise services from various functions like HR, IT, Finance and more, to their employees.
Research and Discovery
Analysis
and Synthesis
Ideation and Strategy
Formulation and Application
So for the next 12 weeks, we dived deep into..
CLICK TO JUMP TO SECTION
We interacted with a total of
Organon employees throughout this
project
82
We did a three-week deep dive into Organon’s service management practices. We interacted with key stakeholders and users across various functions in one-on-one interviews and focus group discussions to understand their processes, ways of working and experiences.
01
Research and Discovery
1 / User Interviews
We clustered all the data around current processes of Service Management in Organon into 5 major groups.
2 / Focus Groups
3 / Data Clustering
We conducted ten one-on-one interviews with users and key stakeholders. This process allowed us to gather insights about their experiences with the current portal and identify critical areas of friction. In these interviews, we probed into the following areas:
Focus groups were essential to our research. We conducted six focus group sessions and organized participants by their functions. Here is what we gathered from these sessions:
Key takeaways from these focus groups gave us insights about how satisfied the participants were with various aspects of request processing such as tracking, reviewing, mapping, and escalating requests. Detailed walkthroughs of existing workflows helped us identify critical obstacles, encountered during the process.
We clustered all our data into buckets based on processes. This clustering helped us identify the pain points and recognise user expectations within each bucket.
OUR APPROACH
01
01
02
02
03
03
04
04
05
05
Basic questions about the current scenario
Roles and responsibilities of the employees
Understanding processes and workflows in use
Experience of handling requests
Challenges faced in requesting for services
Process journeys and demos (if any)
External factors impacting the experience
Crucial aspects and roadblocks in the journey
Expectations from the new portal
Prioritisation of best practices for the new portal
A SNIPPET OF OUR INTERVIEW NOTES
26 total hours of interviewing and
967 collected comments later...
DISCOVERY
KNOWLEDGE
REQUEST /
ISSUE
SERVICE
CATALOGUE
PORTAL
ADOPTION
We did a thorough synthesis of the data, organizing key insights. These insights were then validated through share-back sessions with the client. We worked with Organon stakeholders to address gaps, prioritize user needs and capture their aspirations through collaborative sessions.
02
Analysis and Synthesis
1/ Analysis of challenges
The pain points identified through qualitative research were categorized into process, tech, and experiential challenges. Within process challenges, our key insights focused on request management, knowledge management, and catalogue management. Our findings were validated and prioritized through a collaborative voting session during the Inside-Out workshop.
OUR APPROACH
A SNIPPET OF THE ANALYSIS PROCESS
Top 6 process challenges
09
Experiential challenges
48
Process challenges
12
Technological challenges
High level
user needs
Intuitive navigation
Clear taxonomy
Centralized knowledge base
Transparent progress tracking
Streamlined resolution workflow
Agile data management
Structured catalogue
2/ Expectations and Aspirations
3/ ServiceNow Opportunities
We conducted future prep workshops with the key stakeholders to align on the findings and the way forward. In those workshops, we showcased some best practices across request, knowledge and catalogue management. We discussed expectations and aspirations that were heard in the discovery stage, while gathering additional function specific aspirations. This outcome was to address the high impact needs first.
From our exploration of best practices, we identified several opportunities that align with Organon’s vision for a more seamless employee experience. We gained a deeper understanding of ServiceNow's capabilities, including workflow automation and knowledge management with the help of EY experts. We then explored how these could integrate with Organon’s systems to improve efficiency across departments. Through stakeholder discussions, we aligned on a shared vision and drafted a capability roadmap to guide the implementation.
The stakeholder alignment workshops revealed the need to address the high impact user needs for year 1.
01
02
03
04
05
Overall employee experience best practices
ServiceNow’s capabilities in employee journey
Identifying the right use cases
for Organon
Future outlook workshop for a shared vision
Capability
roadmap to guide the implementation
DEFINING THE FUTURE OUTLOOK
We took the five envisioned experiences along with the process and tech drivers to identify the patterns and define the overarching experience north star, principles and guidelines. The principles and actionable guidelines are to guide the future experience of enterprise services at Organon.
03
Ideation and Strategy
CONFIDENCE
THROUGH
SIMPLICITY
1/ North Star
2/ Experience Principles
and Guidelines
Empowering employees to get things done, effortlessly.
OUR APPROACH
THE EXPERIENCE NORTH STAR
To reach the experience north star, we devised design principles to ensure every decision made actively contributes to setting the standard for Organon’s exceptional employee experience. The goal was to formulate actionable strategies that align with the guidelines under each principle, achieving the desired outcome.
We addressed platform challenges through experience, process and tech enhancements.
06
Experience principles
25
Total Guidelines
PRINCIPLE #6
Leverage insights to guide the future of ESM.
Help me make decisions by giving me analyzed data and insights to improve my productivity. Interpret data for me so that I can prepare for future scenarios and issues. Show me relevant content without me having to provide any kind of input or feedback. Identify where things are going wrong in ESM so that I can make timely and strategic decisions.
PRINCIPLE #3
Bridge systems for simplified access & communication.
I can access the platform from any device at any time, without losing context. Allow me to access all tools I need to use within enterprise services, from one place. Show me all the information I may need in one place. Allow me to seamlessly collaborate with other teams and fulfillers in a ticket journey.
PRINCIPLE #1
Make every interaction a step towards confidence.
Make the platform easy to use. I shouldn't have to make effort to know or learn how to use it. Keep me informed about any update in my tickets as well as organizational level changes. Show me information in a clear and concise way that helps me make quick decisions. Provide me guidance and support at any stage I may need it.
PRINCIPLE #5
Enable users with intelligent assistance.
Automate repetitive manual tasks for me. Pre-empt my needs according to my role and my past interactions to quickly help me do tasks. I want a personal virtual assistant, that can help me navigate and get answers whenever I'm stuck. Make the AI reliable so that I can trust it will give me the right guidance and take the right actions.
PRINCIPLE #2
Empower through standardized processes and localization.
Provide me with a single source of truth for all Organon services - catalogue & knowledge. Allow the processes and knowledge to be adapted to local markets, within the standardized framework. Optimize workflows based on the pre-defined catalogue processes. Establish governance for global consistency.
PRINCIPLE #4
Build for individuals and let them own their experience.
Allow me to focus only on what matters to me. Remove the clutter. Know who I am, what I may need, and proactively give me relevant recommendations. Give me control over what I see and how I interact with my ESM. Understand my context and emotions and communicate with me empathetically.
3/ Enabling Change
How do we spark the behavioral shift necessary for employees to fully engage with the new platform?
Embracing the new platform goes beyond implementing new technology; it requires a cultural shift within the organization. Despite offering a robust and efficient system, there is a reluctance among employees to transition from familiar ways of working to the platform’s advanced capabilities. Relating to new process and tech modifications in even the most user-friendly interfaces demands a deeper change in mindset .
ACHIEVING CHANGE ADOPTION IN AN ORGANIZATION:
💬
Build confidence through communication
Rather than imposing the change, introduce the change in a transparent manner.
📓
Show the Value
Show relatable examples of how some of the new features will solve employees’ current problems.
🎙️
Make them a part of it
Make the employees feel heard in two-way dialogues where concerns can be addressed.
🐢
Ease them into the change
Simplify the amount of change information that employees consume at a time.
🙋🏻
Support your Employees
Have advocates of the new platform to support employees and handhold them during the transition.
In the next project phase, we demonstrated how principles and guidelines could shape the employee resignation journey - one of the many use cases, utilizing ServiceNow as the platform. Collaborating with EY SMEs and the UI design team, we successfully translated the future-state offboarding blueprint into screens designed for Organon’s new portal.
04
Formulation and Application
1 / Future Vision User
Journey : Offboarding
Over multiple discovery sessions, we identified all individuals and teams involved in the offboarding process, and validated their tasks, challenges, and goals. We dived deeper into a user's steps, expectations and challenges in the journey and shared a current state user journey map, highlighting key focus areas.
Lorem Ipsum
OUR APPROACH
Current
Challenges
Future
Experience
🔦
Lack of process visibility & clarity
Employees lack information about action they need to take, and next steps within the offboarding process. This impacts the employee their manager, and the business.
🕹
Lack of control over resignation process
Employees do not have the ability to take charge of their own resignation process and are dependent on the manager to initiate the termination.
🤹🏻️
Juggling between multiple tools
Employees have to juggle between many tools to complete certain tasks. Additionally, access to these tools is fragmented.
📦
Lack of knowledge on asset handover
Employees are unclear on the processes around asset handover. Moreover, post handing over the assets, there’s no visibility and confirmation for the employee.
6
fragmented processes (expense reporting, employee survey, etc.) are now combined into one unified process.
8
tasks reduced for the manager with the new self-service approach making the whole process employee-driven.
4
tools required during the resignation, are now linked to a single source, eliminating the constant back and forth.
90 %
increased accuracy in asset handover with clear instructions and relevant notifications.
We re-defined the off-boarding journey, based on the current state analysis, overlaying of the experience principles, and elevating the off-boarding experience by our design interventions.
2 / High fidelity wireframes
The UI team then translated the future vision map into high fidelity wireframes and showcased how the new experience will come to life with tangible interface design. In the prototype, the employee is resigning and goes to the new platform to initiate their termination process. The self-service checklist gives them full control and visibility on all their tasks.
This project transforms Organon’s service experience, driving operational efficiency and setting a new standard for employee engagement and satisfaction.
30%
Reduced help tickets due
to increased self-service
15+
Processes streamlined by leveraging ServiceNow
75%
Reduced back and forth between teams involved
To sum up,
Next project
Designing a multi-location retail model for donating to charities
Envisioning a new digital product for Charities Trust to streamline fundraising across multiple retail locations, ensuring effortless donation management.
SERVICE DESIGN // UX DESIGN
Let’s talk.
Drop me a line
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Shreya Mathur © 2024
Made with care in Chicago, US