Overview
Introduction
Barclays Insight and Design aimed to overhaul its design governance framework to better align creative efforts with strategic business goals, further enhance overall design maturity, and provide clear insights into the ROI of design activities.
Background
To develop a governance framework that improved alignment with strategic objectives, enhanced design maturity, and clarified the ROI of design activities.
Challenges
We were faced several challenges, including fragmented processes with inconsistent design practices across teams, leading to inefficiencies; strategic misalignment, where design efforts often did not align with strategic goals; quality variability, resulting in inconsistent design output and affecting client satisfaction; and unclear ROI, with no clear mechanism to measure the financial impact of design activities.
Methodology
Review of Existing Processes
An audit revealed inconsistent methodologies, a lack of unified vision, and poor integration with the business strategy.
Development of a Design Maturity Model (DMM)
The DMM outlined five levels of maturity, ranging from initial ad hoc processes to optimising continuous improvement fully aligned with strategic goals.
Implementation and Integration
This phase involved establishing clear design principles, conducting workshops and training, standardising processes with SOPs and templates, setting KPIs to measure effectiveness, and implementing regular reviews and feedback loops.
Establishing ROI Metrics
The framework for measuring ROI included defining business objectives, identifying key metrics like increased sales, reduced costs, and customer satisfaction, collecting data on design activities and outcomes, conducting regular analysis and reporting, and using ROI insights for continuous refinement.
Leadership and Added Value
As the leader of this initiative, my role was crucial in driving the project to success. My contributions included:
Vision and Strategy:
I articulated a clear vision for the new governance framework, ensuring it aligned with the organisation’s strategic goals. By setting clear objectives and expectations, I provided direction and purpose for the project.
Stakeholder Engagement:
I actively engaged with stakeholders at all levels, from design teams to the C-suite. By facilitating open communication and addressing concerns promptly, I secured buy-in and support, which was essential for the project’s success.
Team Empowerment:
I empowered teams by providing the necessary resources, training, and support. By fostering a culture of collaboration and continuous improvement, I ensured teams were motivated and capable of implementing the new framework effectively.
Change Management:
Recognising the challenges of change, I led efforts to manage resistance and facilitate a smooth transition. This included organising workshops, providing regular updates, and celebrating quick wins to build momentum and confidence.
Continuous Monitoring and Feedback:
I established mechanisms for ongoing monitoring and feedback, ensuring the framework’s effectiveness and making adjustments as needed. By staying engaged and responsive, I ensured the project remained on track and delivered the desired outcomes.
Results
Implementing the new governance framework and ROI evaluation led to significant improvements.
Consistency
Standardised processes ensured consistent quality across all design work.
Strategic Alignment
Design activities aligned closely with strategic objectives, enhancing relevance and impact.
Efficiency
Streamlined processes reduced inefficiencies and improved resource allocation, leading to cost savings.
Stakeholder Satisfaction
Clearer communication and better-managed expectations resulted in higher satisfaction among clients and stakeholders.
ROI Insights
Measuring ROI provided valuable insights into the financial impact of design activities, aiding better decision-making and strategic planning.
Metrics and Quantifiable Results
Time to Market
Time to market was reduced by 25%, allowing for faster delivery of projects.
Customer Satisfaction
Customer satisfaction increased by 30%, as evidenced by post-project client surveys.
Cost Savings
Achieved a 20% reduction in project costs through improved efficiency and resource allocation.
Design Quality
Design quality improved by 35%, based on internal quality audits and external client feedback.
Revenue Impact
Projects aligned with strategic goals saw a 15% increase in revenue contribution.
Challenges and Issues Addressed
Resistance to Change
Resistance to change was mitigated through comprehensive training, clear communication, and involving key influencers to champion the new framework.
Integration with Existing Systems
Integration with existing systems was managed through custom integrations and phased rollouts to ensure smooth transitions and minimal disruption.
C-Suite Buy-In
Securing buy-in from the C-suite was achieved through regular updates, clear ROI reports, and demonstrating quick wins to build trust and support.
Route from Principle Scoring to C-Suite Reporting
The governance framework established a clear route from principle scoring to strategic decision-making at the C-suite level. Design teams assessed projects against design principles, and regular reviews determined the maturity level. KPIs linked to strategic goals were tracked, and data on project performance was collected. Financial metrics were analysed, and ROI reports generated. Design projects were reviewed for alignment with business objectives, and regular reports summarising principle scores, maturity assessments, KPIs, and ROI were presented to the C-suite. Insights from these reports informed strategic decisions and resource allocation.
Conclusion
The comprehensive review and development of a new governance framework at Barclays Insight and Design addressed fragmented processes, lack of strategic alignment, variable quality, and unclear ROI. By linking design principles to a maturity scale and establishing robust ROI metrics, the organisation achieved significant improvements in consistency, efficiency, design quality, and financial insight. This structured route from principle scoring to C-suite reporting ensured continuous alignment of design efforts with business goals, facilitating informed strategic decision-making at the highest level. This case study serves as a model for other organisations seeking to enhance their design governance and align it more closely with their strategic and financial objectives.
Role
Head of Interaction and Design
Team
Design Operations - Barclays and Barclaycard Digital