Why ‘the first rule of fight club’ doesn’t exist for designers at Sysdoc…
In the past, the curtains have always been firmly closed when trying to gaze through agency windows to understand how design teams work and collaborate on projects. A company’s creative processes remained a mystery and the unspoken rule that employees were not to share the ‘fight club’ secret rang true.
At Sysdoc we’ve pulled down the curtain rail, opened the windows and are actively sharing our approach with everyone we know and quite frankly, anybody who’s interested. We’ve been refining our ways of working for many years. Whilst we acknowledge our design process will continue to grow and develop organically, we’re confident that our tried and tested methodologies will continue to add great value to our clients.
As designers at Sysdoc, we’re passionate about amplifying the importance of User Experience (UX) and strive to put the audience at the heart of everything we do. The goal is to make this a focal point for the entire company. To demonstrate how and why, we walked our Business Transformation and Learning Innovation practices through our newly defined ways of working. This is outlined through six key pillars with each phase including meticulous testing and multiple user interaction points.
Initial client engagement and definition of the problem statement to initiate project kick-off.
Detailed technical design activity to define and validate the scope of the solution.
Design and prototyping of the proposed solution for validation through testing.
Development, through planned sprints with regular feature and progress demonstrations.
Deployment to the client’s technical environment and validation through testing.
A look back at the project to see where we can improve the process, product or offering
Our Sysdoc Digital Experience process
By sharing our refined processes, mistakes (let’s face it, nobody’s perfect) and learnings* accumulated over time, collaborating with our other practices has helped them understand the value of adopting an outcome-led approach for their projects and programmes. Many businesses and people commonly make the mistake of thinking only designers can implement a Human-Centred Design (HCD) approach, however we find ourselves of the opposite opinion - we can all champion HCD, and this is what we practice and preach.
That’s right, the shackles are off. It’s time to start breaking rules, challenging norms and sharing.
*Confession time and this isn’t easy but despite our fancy MacBooks, niche coffee needs and unheard of UX terms that we occasionally throw around, our design team actually doesn’t have all the answers. Our role as designers is to ask the right questions, teasing out the answers from our users and translating their feedback into tangible solutions.
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Sage article: Cloud adoption, why you should work on supporting your employees first
Manufacturers can save time, effort and money through cloud adoption projects. Around one third of UK manufacturers purchased cloud computing services in 2020. Most would have done so to make the most of well-known benefits such as improved productivity, accessibility, reporting and data security, as well as lower operating and IT costs. However, if you’re looking at cloud adoption for your manufacturing firm, it’s really important that your people are a key part of the process. Rather than implementing the changes then informing your employees, they should be involved from the start. Read this article to find out why your employees should play a role during every step of your cloud journey, how to support them, and how to avoid potential pitfalls within your team. After all, you don’t want to get this wrong and pay a hefty price for delays or even lose key people.
Lessons from Consortium working
An introduction to my experience At the beginning of this year, I started a new project working with a new client and taking on a new role for a large transformation programme. I have worked alongside other consultancies on previous programmes in the past, but this was a first for me, working within a partnership from the offset.
Why Process Excellence is key for a successful ERP Implementation
I have been reflecting on my experiences working on ERP implementation/upgrade programmes whilst also listening and hearing to what others have to say. I think back to these projects and notice everyone was working hectically towards the programme ‘Go – Live’ and were under the impression that once they achieved this Go - Live then we have successfully implemented a new ERP System and our job is complete. I think many people can agree with me that a Go – Live date is just the start of the journey. We have got to think about the people, culture, education, efficiency in processes and where can we reduce ‘waste’.