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Aligning Strategy, Discovery, and Delivery to Elevate Design Practices into a User-Centered Process
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Summary
The Center for Digital Health (CDH) is the third attempt of a digital innovation product department with the purpose to bring clarity and refinement to the hundreds of website and applications serving the patients and physicians worldwide. Mayo Clinic, steeped in legacy but a heart of innovation, had reached a breaking point having outgrown these platforms and applications. Mayo Clinic needed new facilities improved technology quite urgently, largely accelerated by the 2020 COVID Pandemic. The finest digital professionals in the country were assembled to help move a 130+ year old physician-directed company to a user-centered and iterative product organization.
Problems to Solve
CDH maintained a clear high-level mission but lacked a clear portfolio-level missions, product roadmaps, and feature prioritization.
Portfolios struggled with unclear working agreements, inconsistent design processes, and staff had varying iterative product development experience.
The experience design reporting structure placing a heavy administrative burden on leadership and did not provide growth opportunities to staff and hampered leadership effectiveness.
Design staff frequently dispatched to initiatives that had not completed discovery and most work lacked feature prioritization.
Design team used multiple design tools leading to inconsistent use, disconnected designs, and lacked reference to design library components.
Approach & Strategy
Established Discovery & Strategy Practices
UX leader for the agile practices committee resulting in the CDH product playbook, aligning CDH with the 2030 mission, improving product vision, clarifying team roles, and increasing department engagement.
Created a UX strategy leadership role and strategy team responsible for early product research and assisting with portfolio vision development.
Oversaw the development of high-level discovery and design processes educational artifacts including a modified "double diamond".
Established Discovery & Strategy Practices
Introduced and hired Lead Product Designers to scale leadership structure, align with business goals, and enhance design staff support, leading to better performance and positive employee survey results.
Standardized Design Software
Transitioned the design organization to Figma, retaining a few Axure licenses for high-fidelity prototypes as needed.
Key Artifact Outcome
Enhanced Double Diamond Process Diagram
Overview
Led an extensive strategy, research, and design team collaboration to develop a perspective on the "double diamond" product design process.
An enhanced process diagram was created which emphasized strategy and discovery ahead of design, testing and delivery which helped center teams on the right problem.
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