Connecting capabilities across the transformation journey
Led experience and design strategy across a portfolio of enterprise transformation offerings. Mapped how different offerings supported client needs across the transformation journey, identifying opportunities for greater coherence across digital experiences, capability building, and expert support.
- Role
- Design Manager
- Timeline
- 3 years · 2021–2024
- Scope
- Enterprise Strategy · Systems Thinking · Product Ecosystems · Organizational Performance · Capability Building
- Outcomes
- $100M+ annual savings in a published client case · $18M+ savings · $65M+ merger value
Public platform context
McKinsey Academy reports reaching more than one million participants across 3,000 organizations.
Visual note — Project visuals are illustrative. Selected artifacts have been adapted, recreated, or sanitized to protect confidential and proprietary information.
The challenge
Related offerings supported different moments of organizational transformation. The opportunity was to understand the broader client journey and identify where experiences and capabilities could connect more coherently.
My contribution
Directed learning experiences for behavior change
Provided learning UX, content-approach, and art direction for digital capability-building experiences, including a mobile-first solution supporting individual goals and behavior change. Coached designers and learning specialists responsible for detailed design and delivery.
Strengthened product and design systems
Led an initiative to consolidate, improve, and document OrgLab’s client-deliverable design system, working closely with a UX designer to create greater consistency, usability, and reuse.
Translated research into product and growth opportunities
Synthesized research into recommendations for the product manager and engagement teams—identifying opportunities to improve the customer experience, inform new product features, strengthen go-to-market strategy, and create better alignment between OrgLab and Wave deployments.
Explored complementary experience concepts
Recommended interface improvements for Wave focused on simplification and reduced cognitive load. Facilitated design sessions exploring how Wave’s enterprise capabilities and Academy’s learning experiences could play complementary roles in the client transformation journey.
What my contribution drew on
Methods & disciplines
- Enterprise Experience Strategy
- Design Strategy
- Systems Thinking
- Product Portfolio Strategy
- Transformation Journey Strategy
- Organizational Design
- Service Design
- Learning Experience Strategy
- Capability Building
- Design Management
Selected practices
- Stakeholder Interviews
- Research Synthesis
- Ecosystem Mapping
- Transformation Journey Mapping
- Cross-product Experience Mapping
- Stakeholder Alignment
- Opportunity Framing
- Experience-Principle Definition
- Portfolio Opportunity Prioritization
- Learning UX Direction
- Mobile-first Experience Direction
- Content-Hierarchy Direction
- Art Direction
- Design Critique
- Design-Team Coaching
- Cross-disciplinary Coaching
Tools & platforms
- Figma
- Miro
- Dovetail
- Tableau — program-data analysis
- Enterprise Learning Platforms
- Enterprise Transformation Platforms
- Organizational Diagnostic Platforms
Key decisions
Design around the client journey, not product boundaries
The products served different moments in the same broader transformation journey, so the work needed to start with how clients moved across needs rather than how the organization had divided the products internally.
Consider the experience across products and services
A more coherent journey required teams to consider workflows, expert support, organizational capabilities, and the distinct role each offering could play.
Create coherence without forcing one product
The goal was not to collapse distinct products into a single platform, but to make the ecosystem easier to navigate and more useful across the transformation journey.
What changed
The work created a shared view of the client journey and clarified opportunities for greater continuity across products, services, and expert support.
Products across the portfolio reported these client results, shared across product, consulting, and client teams.
$100M+
Annual savings within two months
Published client case: an Asia Pacific telecom on the transformation platform.
$18M+
Savings
Reported by the organizational design solution.
$65M+
Merger value
Reported by the organizational design solution.
Enterprise scale
Applied across offerings serving organizations and leaders globally.
Strategic direction
Informed experience priorities and opportunities across the broader portfolio.
Shared understanding
Helped teams make decisions with the larger transformation journey in view.