I worked with Cognizant technology solutions to create a Client Portal for BSI's assessment and testing processes.
The creation of the platform would optimise client service operations by logging all communication, securely store documents and allow multiple 'Safety Managers' to support clients rather than through a single point of contact.
Challenge As you can imagine, a lot of compliance had to be adhered to as BSI were the only UK Government national standards body.
Like most companies, data governance and management was an issue. They lacked standard practices to capture, extract, clean, and visualise data in ways that lead to useful insights. Cultural barriers prevented them from developing the right mind-set and capabilities to adopt new technologies or agree on an approach.
They understood that things weren't right, and they needed a platform, but they didn't know what features it should have, why and how this platform could be scaled to integrate different operations.
The company was good at throwing money at projects but didn't throw the cash at projects that returned on that investment or became locked into solutions that didn't allow them to pivot.
We only had three project supporters and one at board-level. So we needed to get buy-in and produce something that could be deployed company-wide.
I decided to survey around 155 executives using the Indeemo diary study platform. I chose the Indeemo platform as it was mobile, scalable, remote and allowed the collection of data in a non-invasive manner.
Participants were invited to an introductory session to go over:
Introduction to the project aims and reason for this research
Key dates for contact and follow up
Contact details of main researchers involved for any questions
An example entry to use as best practice
A list of questions that each diary entry should cover
A clear explanation of minimum entry expectations e.g. at least 2 entries per week
The emphasis was to highlight the benefits of doing this was as we didn't want it to be a chore that would impact their daily routine.
We also conducted user research interviews with users at various parts of the service funnel. (Within compliance, 'awaiting assessment' and 'post-certification.)
This data captured gave us enough information to create a service blueprint. The various anecdotal stakeholder accounts, consumers statements and use cases were plotted on a massive chart so we could connect them to the supporting technology, touch-points, governance areas and departments.
Regardless of what we did next, we set the framework for them to implement projects beyond this current project.
Having gathered the data, we mapped them to business priorities and created a backlog of Must Have, Should Have, Could Have and Won't Have.
I took all this information and gained backing from 98% of the executives and all of the board. The 2% rejected the study as the proposal saw their departments eliminated post-launch if implemented with Machine-learning that provided real-time tracking and inventory management.
Solution The portal fundamentally improved operations. Many teams were overwhelmed by the sheer range of features, the pace at which we developed it and opportunities we by the initial research approach.
It was an excellent way to bring the departments together and create a platform that removed a lot of obstacles to obtaining licenses making affairs quicker and easier to process.
They were even allowing users to download data such as pictorial evidence and the ability to visualise reports for presentations to the broader teams.