Case Study

Transforming the operating model for developing digital solutions by focusing on skills and mindset

An organizational transformation journey through the creation of the new operating model for the PD&D area and the introduction of Design Thinking & Service Design methodology

At Fastweb, we worked with the PD&D (Product Design & Delivery) area with the goal of transforming the operating model for the development of digital solutions. We built a structured program that included supporting management in model construction, introducing methodologies and tools of Design Thinking & Service Design, and transferring to the entire department a mindset focused on user centrality and the development of digital solutions through prototyping phases.

Settore Azienda

Telecommunications

Servizi Amploom

Organizational Culture Design
Employee Experience Design

Persone Coinvolte

6 managers + 60 actively involved people + 320 partially involved people + 2 HR representatives

Initial Challenge

Enhancing the operating model for digital solution development

Fastweb, and particularly the PD&D department, needed to revise its operating model to make the design of digital solutions more effective for users and internal Business Units. The specific aim was to introduce innovative methodologies and tools from the design world.

Initial Challenge: Enhancing the operating model for digital solution development

Strategy

A structured journey to transmit tools and mindset to the company's workforce

We developed a multi-phase program that involved supporting the construction of the operating model on one hand, and providing widespread and thorough training on Design Thinking & Service Design methodologies and tools on the other, to enable people to work with a new design culture. We also created dedicated sessions and digital support to broadly communicate the model and the new work mindset.

Strategy: A structured journey to transmit tools and mindset to the company's workforce

Result

Awareness of the new operating model and acceleration of the adoption process

The PD&D department has initiated the adoption of the new operating model, people have acquired the ability to use Design Thinking & Service Design methodologies in their work, and interested business units have been made aware of the method. The design culture has developed to the point that participants in the program are now trainers of the method at the Fastweb Digital Academy.

Result: Awareness of the new operating model and acceleration of the adoption process

We supported Fastweb in its path of organizational transformation, creating a new operating model for the development of digital solutions and enabling people to work using Design Thinking & Service Design methodologies and tools, thereby spreading a design culture on a large scale.

Initial Challenge

Enhancing the operating model for digital solution development

Initial Challenge: Enhancing the operating model for digital solution development

Fastweb, and specifically the Product Design & Delivery (PD&D) department, felt the need to evolve its operating model to enable people to work with a more user-centric design culture focused on the agile construction of digital solutions.

Specifically, there were 4 key elements on which to build a large-scale change in design culture:

  1. The need to revise the previous operating model, integrating Design Thinking & Service Design methods and tools to make it more effective;
  2. The need to train people in the use of the new operating model and thus in the mastery of specific Design Thinking & Service Design tools;
  3. The need to widely transfer the new design mindset to the PD&D department;
  4. The need to make other business units aware of the change.

Strategy

A structured journey to transmit tools and mindset to the company's workforce

Strategy: A structured journey to transmit tools and mindset to the company's workforce

We built a program that unfolded in several implementation phases:

  1. Management Training, where we initially involved 6 managers to train them on Design Thinking & Service Design methodology, to show them the potential of the tools and jointly evaluate what specifically to bring into the Fastweb context;
  2. Operating Model Revision, where we supported management in the fine-tuning of the operating model, helping to adapt the design method to the specific context of the PD&D area;
  3. Operational Team Training, where we created 3 training waves (each comprising approximately 20 people) with the aim of transferring the selected methodologies and tools of the operating model to the staff;
  4. Train the Trainer, where we mentored a selected group of individuals from the PD&D area who had previously participated in the training waves, with the goal of supporting them in becoming facilitators of the new design method;
  5. Cascading to a broad population, where we created a series of 3-hour webinars aimed at approximately 320 people in total, with the objective of making the entire PD&D department and representatives from other business units aware of the ongoing change and the new way of working;
  6. Creation of Communication Touchpoints, where we designed a series of digital backgrounds containing key messages, which the people primarily involved in the change (e.g., HR, management, and selected facilitators) used in all method dissemination sessions, to visually reinforce the pillars of the new mindset.

Result

Awareness of the new operating model and acceleration of the adoption process

Result: Awareness of the new operating model and acceleration of the adoption process
400
people actively involved in methodological and mindset transfer
1
new work model adopted
∞
perpetual dissemination of the design method

The project led to a multi-level organizational transformation. Specifically, the observable results were:

  1. The creation of the new operating model through the development of a user-centric work model oriented towards agile design;
  2. The involvement of over 400 people in the change process. People were involved with varying degrees of intensity: some were informed of the change, others were trained on the new operating model, and still others became change agents by being enabled to train their colleagues;
  3. The new design culture has spread to the point that Fastweb has included a Design Thinking & Service Design course within its Fastweb Digital Academy. The Fastweb Digital Academy is an online training service open to everyone (even outside the company) that aims to fulfill Fastweb’s purpose of “helping everyone build their future with confidence.” Indeed, some participants from the change program are now trainers for the online courses.

Michele Stripoli

Michele Stripoli,
Manager of Experience Design @ Fastweb

"The goal was to capture the essence of Design Thinking."

"Observing from other perspectives, learning to generate new ideas but also to let them go, embracing authentic listening. All through a process founded on clear values and concrete deliverables. Spot on. Bonus track: we learned to get to know each other and work better together. "

What's in Employee Experience Design?

What's in Employee Experience Design?

People (management and operational teams) were supported during the change to the new operating model through a structured path of awareness and learning, designed ad hoc for the company.

What is Organizational Culture Design about?

What is Organizational Culture Design about?

The program introduced a new design culture at Fastweb, which involved the transfer of a new mindset through the identification and implementation of key principles guiding the change.

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