Responsibilities: Stakeholder Alignment, Interview Synthesis, Workshop Design, Workshop Facilitation, Workshop Synthesis, Project Acceptance Criteria Scorecard
Team: 8 Leadership Team Members
Project Start Date: January 2023
Project Duration: 4 Weeks
At Pfizer, our Strategic Planning > Transformation (SP>T) team is responsible for managing our client portfolio and deciding what projects Customer Experience > Engagement (CX>E) pursues. In collaboration with our Intake Manager, we needed to design and validate a scorecard that would make the intake process fairer and more efficient. This scorecard would create a standardized means to accept or reject projects based on defined criteria and remove bias from the project acceptance process.
The Intake Manager and I were tasked with creating a preliminary scorecard, sourcing Leadership feedback, creating a validation workshop and synthesizing and proposing the agreed upon final version of the CX>E Scorecard.
Reduce Bias
Ensure that each project is scored on its value add
1) Reduce the number of projects we accept based on who is the requester
Improve Efficiency
Decrease the amount of time it takes to evaluate incoming client project proposals
2) Have the proposal acceptance or rejection decision in 3 business days
Provide Clients with Acceptance/Rejection Reasoning
Create a paper trial for client partners to understand what we measure projects on
3) Create a clear understanding of what projects we want to pursue and what projects we will send to self service
1. To analyze the proposed CX>E Scorecard.
2. To improve the scorecard to align with Leadership's 2023-2024 organizational goals.
(Participant Responses have been removed due to Proprietary Information in ALL Following Images)
I hosted 8 Leadership Interviews to understand their initial responses to the Scorecard. I asked specific questions on what information may be missing from our acceptance or rejection criteria, as well as if they saw any improvements to our scoring scale. These interviews informed minor edits to the Scorecard before our workshop and established a strong understanding of what the expectations and desired outcomes of the workshop were.
(Participant Responses have been removed due to Proprietary Information in ALL Following Images)
In our 1 day workshop, we first started with defining Intake Guiding Principles that we could allow agree to follow when accessing projects. These principles encompassed what we would aim to prioritize as an organization in 2023.
After our Intake Guiding Principle Alignment Activity, we worked through each section of our CX>E Prioritization Scorecard to evaluate 1) Does this question help support our Guiding Principles and 2) If the associated high, medium and low tiered criteria are reflective of the most common scenarios AND if they are appropriately ranked. This activity allowed us to hone in on each question in the CX>E Prioritization Scorecard and ensure that we were asking the correct questions to align with our 2023 strategies and evaluating the client projects accurately.
1. To analyze and synthesize all of the findings during the workshop and create defined Guiding Principles and a new CX>E Prioritization Scorecard.
2. To ensure we do not lose any insights during the synthesis stage.
During our review of the data from the Workshop, we discovered that there was a very clear decision amongst leadership to have criteria that would trigger an automatic acceptance. These were projects that were considered top priority for Leadership designated as "Lightspeed" work.
There was also a consensus that for certain projects we wanted to conduct an Impact Assessment as part of the project evaluation. Impact Assessments would only be used on projects that spanned across multiple business units and had a budget estimate of over $500,000. These Impact Assessments would determine the viability for the clients to proceed with their desired work and would make recommendations for the scope and structure of the project.
In our synthesis, we were also able to condense the CX>E Prioritization Scorecard from 9 questions to 6 questions. This cut down on the time it would take the Intake Manager to evaluate and render a decision on each intake project from client partners.
Through our CX>E Leadership Governance Prioritization Scorecard Workshop, we were able to create a more simplified scorecard that allowed the Intake Manager to reduce the time to evaluate incoming projects by 4 days. This allowed this team member to scope and assign projects more efficiently to the corresponding team and create a more accurate revenue estimation for 2023.
With the new CX>E Prioritization Scorecard, we are able to focus on bigger impact projects for our team, our client partners and our customers. This has reduced the number of staff reporting a capacity load of 100% and has allowed team members to get involved in projects that span more business units and organizational teams.