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Enabling a 365 old bank to become design centric
BARCLAYS BANK - GOVERNANCE
Barclays like most organisations was looking for new ways of delivering their services to become market leaders and disrupt the industry through design and innovation.
We reimagined a new way for the bank to think, make and operate.
This model sets the governance for Barclays and is used till date.
A new human-centred
governance model
Working with the leaders of Retail banking, we developed a new governance model with a focus on integrating design, agile and innovation into the existing ways of working across all portfolios.
A ‘gate’ system was defined to ensure that all teams were following the relevant process.
Design and Business support teams were put in place to ensure that the process was followed.
Finally, company wide training was conducted to ensure that the governance model was understood and appreciated.
GUIDING INSIGHTS
There was little collaboration between the ‘business’ and ‘digital’ teams leading to broken product experience and severe delays in delivery
The design team was seen as a production house, utilised only to produce digital assets leading to a high churn. Design had almost no involvement in branch/retail channels
A large amount of budget and resources was wasted on projects that didn't come to fruition as they weren’t started with a validated business case
There was very little education and awareness of using design as a strategic tool to drive a more human-centred approach across all portfolios
Teams and managers were not incentivized to use creative methods to improve their respective products. Instead, measured success based on speed to deliver, upward management and cost-cutting
DELIVERED WORK
Digital transformation strategy
Taking the enterprise which did not have any Product, Design capability, and a legacy technology stack towards digital maturity.
A universal methodology
Setting a standardised (yet flexible) way to how all briefs and opportunities were approached and delivered.
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Digital product build
Total modernisation of how Digital Products and platforms were built. From Product Management to Product Design, React Native , Python and DevSecOps.
Capability led OKRs coupled with culture change
While Objective Key Results provided a quantitative way to measure performance and success, whe wider managed culture change was truly key.
Design career framework
As this was the first time a design discipline and its practitioners existed in Shell, a career pathway was needed to nurture employee value proposition and futures.
DesignOps & Design System
​Creating the Shell Design System that flexes across all lines of business. Introducing new tooling such as Figma and Miro.