Global Helpdesk
Digital transformations throughout the firm have set the precedent to rethink how digital touch-points impact the physical world, impact firm life, and overall user experience. The internal Global Helpdesk product team was tasked in redesigning and rearchitecting GHD (Global Helpdesk) experiences for global uniformity and more steam-lined experiences for members of the GHD team and users of GHD services.
Product Hierarchy
As a Helpdesk, GHD services include white-glove technical support, licensing of software, internal libraries of How-To articles for self-service, advanced analytics support for consultants, and the provisioning of all hardware globally. Each service line has been in siloed operation without an underlying integrated platform that can manage all transactions and data points. There is an opportunity to streamline all GHD branded products to a uniform design language and integrate all systems into a single streamlined platform.
Overview
Provision all hardware throughout the firm
Permanent devices, loaner devices, accessories
Full life-cycle management of all devices
Chain of custody
On-site repairs and replacements
Imports and customs tracking
Vendor management Internal provisioning portal
Vending machines and lockers
Front-end shop
E-commerce experience
Challenges
Decommission legacy systems for proper digital workflow and asset management
Reduce margins of error by streamlining systems, APIs, and reducing learning curves
Convert original branding to a standardized digital design language system
Legacy Systems
Asset Management
Over engineered legacy systems created holes as new workflows and processes became more complex and dependent on digital touch-points
The addition of new catalog items with unique rules were not managed properly
Inventory data and orders were processed manually and created larger margins of error
Learning curve was too steep for onboarding and training new users
Asset Management cont.
Existing systems were not scalable for growth as new technologies and platforms were being introduced throughout the firm
The existing systems were not compatible with other platforms to share real-time data
Difficulties in training new users led to work-arounds that compromised existing data
Branding
Print-focused Branding
Original design language was heavily intended for print-related materials and collateral pieces
Considerations for digital assets and experiences were considered as a secondary focus
Secondary Considerations
Difficult to interpret or apply to digital experiences
Lack of governance leading to misinterpretation and design debt
Initial Designs and Interpretations
Multiple designers have led to multiple interpretations with no standardized approach
Most designs were not made to scale for evolution and growth
Ambiguities with overall product hierarchy and architecture led to broken user journeys
Discovery
Implement a new platform for water-tight asset and workflow management
Thoroughly map out user-journeys and flows to connect digital experiences with physical touchpoints
Redefine branding and digital design language system
Workflow Standardization
ServiceNow
Integration of ServiceNow as the new standard digital workflow management system
Fully automated workflows for all user groups and types
Complete asset management and full chain of custody
IT Support ticket automation
User Journeys
Integration of a proper workflow management system allowed for the creation of thorough user-journeys that map all the various touch-points
Allowed for underrepresented service providers to represent their stakes and help identify unknown holes in the journey
Workflows
Proper workflows were able to be mapped out to ensure all steps of asset management were accounted for
Automated workflows were put in place to reduce touch-points and margins of error by eliminating as many unnecessary human elements
Integration of Physical Touchpoints
Fully integrate systems into all areas of asset management
Integrate APIs for monitoring full chain-of-custody of inventory
Design Evolution
User Portals
Design library, components, and code library were standardized to a single suite of elements that would be universal throughout the suite of GHD products
Elements were designed for scalability and easy integration with other platforms and APIs
Overall user experience was streamlined to reduce friction, reduce learning curve, and satisfy usability for a global audience
Internal Tools
Internal tools and systems were designed with a related components from the public facing digital experiences
Interfaces were simplified to reduce learning curves for a wide range of technical skills
Third-party vendors and solutions were integrated for a single-platform experience to manage workflows
Impact
Standardized design language system with firm-wide digital transformation initiatives
Measuring of metrics, OKRs, and KPIs
Stronger sense of product hierarchy and architecture
Digital Design Language System
Firm-wide initiatives for digital transformation have led to new standards for design and branding that impact both internal and external facing McKinsey products
All internal McKinsey products were to adapt the new design standard to their products
Hybrid Design System
Many of the original design elements were created into a GHD styled variation
Unique Components
To satisfy GHD’s multi-faceted experiences, unique components were created and added to the greated design language system
These components would be readily available for other product teams to use and iterate one