In just three years, BCP had grown a design team from 4 people to nearly 60 UX, UI, and design researchers. They had adopted new cultural principles including “Customer Centric: Our clients are at the center of all our decisions.” The battle to get a seat for design in the organization had been won, but how does the enterprise sustain and scale the design function? The question they posed to frog was, “how are we doing, and where do we go from here?”
BCP’s head of design, Mariela Sotomayor, and frog embarked on an intensive six-week program to answer these questions, starting from the shared premise that driving business impact requires much more than excellent design craft. The correct approach, environment, talent and passion is needed, along with a strong mind-shift from technology and business partners to truly embrace and appreciate design within the company.
The main inputs gathered to support the assessment included surveys on existing design capabilities, at both individual and organizational levels, and project debrief sessions with teams. We also conducted a high number of formal and informal interviews with BCP and design leaders, design team members and other key business roles.
A cross-functional organizational survey was deployed across leadership, design and key functions to evaluate how the design vision was being supported in execution by the talent, processes, structure and enabling tools/technology.
In addition, an individual design skills survey was deployed within the design team in a 360º format, with the aim of gathering not only the self-assessment from designers on their own capabilities, but also the perspectives from their managers, peers, direct reports, business partners and frog team. These skills were built upon the “Design Skills Coin” (Moneda) that frog created specifically for BCP.
Project debrief sessions
Twelve in-depth project debriefs took place. In order to maximize the effectiveness of the sessions, teams prepared homework that included a project scorecard and emotional journey map. Through the two-hour sessions, we understood what was done, why and how, as well as the impact. We also had the opportunity to better understand the designers’ skills and identify some of their main opportunity areas.
On-site visit and stakeholders interviews
Both during the executive visit by key leaders to the frog NY studio, and during the frog stays in Lima, we had the opportunity to really get to know the BCP and design leaders, the design team members, and other key business partners. Through individual and group interviews, as well as more informal conversations, we achieved a deep understanding of their perspectives as well as the strategic and cultural transformation context of BCP.