Digital transformation of BM
I spearheaded a Digital Transformation initiative for Babel Media, a 127-year-old publishing company. The goal was to revamp their traditional business model, transitioning from content creation to hosting a multi-sided digital platform.
Give Responsibly
During my seven-year tenure as the internal Service Design lead and programme coordinator at Straatlig, I focused on tackling the complex issue of homelessness through iterative approaches. Throughout this period, I gained valuable insights into the importance of empathy and utilising data-driven decision-making to analytically and strategically address social challenges.
Refreshed the Absa Rewards programme
As the Lead Service Designer for the Absa Rewards program, my role was to enhance the program’s perception among Absa customers, encouraging them to fully realize and appreciate the benefits of being an Absa client. To achieve this, I employed principles of behavioral economics and conducted numerous iterations to redesign the omni-channel rewards experience. The goal was to create a rewarding and delightful experience for customers, ultimately fostering their loyalty towards Absa.
Helping the homeless
I facilitated multiple sessions involving different stakeholders in Stellenbosch to develop a comprehensive service blueprint. This blueprint encompassed various services provided by NGOs and public agencies, aimed at reducing loitering and promoting the upskilling and reintegration of homeless individuals into the job market.
Refressing the Absa SME Friday initiative
After the launch of this initiative they did not get hit the desired targets. I was asked to do research to determine the cause, and then propose a new journey to increase the traction. We ended up doing a DVF approach to determine the value of the initiative and found it did not do well on a desirable, value to customer and SME perspective
Redesign the ideality and business model of Stellumthombo
As the Managing Director of Stellumthombo, I led a cultural shift towards a more data-driven approach. This involved addressing social challenges in Stellenbosch by developing a solid theory of change and moving from reactive to proactive strategies. Instead of solely reacting to issues, we focused on early childhood education and literacy to proactively tackle underlying problems. This role entailed extensive stakeholder engagement, collaborating with executives and implementing change management initiatives, including organisational restructuring.
Dairy digital transformation
I was part of an advisory team who advised the Woodside Farm in adopting relevant IoT technology to improve efficiency in their operations. They followed a frugal approach where we assessed which were the pivotal aspects of their operation that will have the greatest effect and built a prioritised roadmap for them
Digital Transformation of Church
I facilitated a process of transforming the operating model of a church to become more digitally inclusive. This meant reidentifying their core value proposition in a town that has over 74 churches, choosing their ideal market and creating a service offering to increase retention and buy in from teh congretgation.
Early assessment and intervention of primary school children with learning difficulties
WI facilitated a series of workshops comprising key organisations involved in primary schools and an education expert to explore the process further. Together, we created an ideal customer journey to envision how things should ideally operate in Stellenbosch. Armed with this understanding, organisations will utilise the journey map to pinpoint the key constraints. One such constraint we identified was the lengthy waiting list of two years for educational psychology assessments.
Business design to make triggerise the best place to work
I supported Triggers in their goal of becoming the top workplace by examining their current culture and desired culture. Using these insights, I facilitated a serious of workshops using the Lego Serious Play methodology to craft an ideal culture, incorporating meaningful rituals and work practices. Additionally, I introduced OKRs (Objectives and Key Results) to enhance engagement and align work methods with key objectives, fostering motivation and cohesion in pursuit of the overarching goal of advancing sexual reproductive health in Africa
Change management of operational team in Ethiopia
I facilitated a series of sessions with the Ethiopian team after they went through big changes. The aim was to design a operating model that will allow them to seamlessly deliver on their donor targets.
I used a combination of Service Design methodologies and Change management frameworks to create a sense f urgency as well as collaborating and implementing on the new ways of work.
The output was a service blueprint that made the new role definitions clear as well as create effective way of working.