Organizational Service Design
A global chemistry company needed to improve workflow efficiency and validate the need for new internal tools across its business units. Through service design, business research, and a user experience lens, we mapped processes, aligned teams, and redesigned key tools—creating a solution that supports governance, collaboration, and lasting organizational change.
The Project
Client: Global chemistry and manufacturing organization
Timeline: 1 year
Role: Service Design, Advisory, and UX Lead (with 2 designers under my leadership)
Tools: MURAL, Useberry, Material Design System, Figma, Microsoft Teams, Excel
Disclamer
Details in this case study have been modified to protect client confidentiality and comply with NDA agreements.
The Challenge
The client asked us to assess whether a new tool was needed to support formulation development across six global business units. Each area relied on different processes and systems, leading to duplicated work, data inconsistencies, and limited visibility. Our goal was to validate this need—or uncover deeper opportunities for improvement.
Service Design Approach
I led a service design engagement that combined research, co-creation, and systems thinking to uncover cross-regional needs and governance challenges.
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Led and conducted 15+ stakeholder interviews across sales, formulation, testing, and business functions—mapping roles, tasks, and tool usage
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Facilitated 10 workshops using journey maps to validate the process and tools used within each business unit
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Used methods like voting, Rose–Thorn–Bud, and task-priority matrices to surface opportunities and validate team insights
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Created archetypes instead of personas to reflect the complexity of overlapping roles, particularly in regions with lean staffing
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Organized affinity mapping sessions to group insights and define service themes across business units
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Delivered clear, action-oriented MURAL boards and pre-workshop emails to support participants unfamiliar with design tools or terminology
Inclusive Facilitation & Leadership
Participants came from technical, data-driven backgrounds—many had never engaged in design thinking or collaborative activities before. I led facilitation with empathy and clarity, adapting our approach to meet a range of comfort levels and work styles:
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Navigated generational and cultural differences, balancing input from legacy employees with newer team members bringing fresh, participatory energy
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Created a safe environment through plain language, clear instructions, and inclusive activities that encouraged contributions from all team members
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Managed a wide range of personalities—from analytical, independent thinkers to collaborative, fast-moving contributors
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Addressed conflicting stakeholder agendas through 1:1 conversations and negotiation, ensuring the project remained aligned with its strategic goals
Strategic Outcome
We co-developed and co-presented an executive readout that highlighted:
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A comprehensive service blueprint mapping the workflow from sales through formulation and testing to delivery
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Key insights about tool usage, data practices, and collaboration barriers
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A recommendation to prioritize governance alignment and centralized data strategy over launching a new tool
This insight became a business opportunity. We collaborated with the account lead to share our findings, paving the way for future initiatives involving data architects, IT, and operations. Our successful engagement strengthened the client's trust and positioned the design team as a strategic partner.