SERVICENOW IMPACT · SERVICE STRATEGY · OPERATING MODEL

Reducing solution risk.
Designing for adoption.

Across engagements with global banks, government institutions and industrial enterprises, I identified a recurring barrier to digital adoption: solutions were being defined before employee needs, service ownership and operational readiness were understood.

I connected these findings to IMPACT's own engagement process and challenged solution-first scoping with leadership. The result was a design-led engagement model that brings critical service decisions forward, addressing delivery risk and strengthening the foundations for self-service and AI adoption.

ROLE: Lead UX / Service Design
FOCUS: Service strategy · Operating model
SCOPE: IMPACT · Enterprise engagements
PARTNERS: Customer Success · Architecture · UX
PERIOD: 2025 – Present

TL;DR

Identified recurring adoption barriers across major banks, government institutions and industrial enterprises, tracing them to gaps in IMPACT's engagement process.
Challenged solution-first scoping with IMPACT leadership, connecting employee needs, service ownership and operational readiness to earlier business decisions.
Designed a cross-functional engagement model to reduce duplicated solutions and delivery rework, directing investment towards validated customer needs and stronger adoption.

01 · THE SYSTEMIC PROBLEM

The problem started before delivery.

I collaborated on enterprise engagements focused on improving product adoption across major banks, British and European government institutions, and Saudi enterprises. Comparing recurring challenges with IMPACT's scoping and delivery process revealed common patterns, despite significant differences in organisational maturity, stakeholder management and regional decision-making. Three recurring gaps emerged:

01 / SCOPE. Solutions were defined before employee needs and service outcomes were understood, with regional differences in stakeholder alignment further complicating decisions.

02 / READINESS. Fragmented processes, content, taxonomy and service ownership undermined self-service adoption and AI readiness.

03 / DELIVERY. Unresolved dependencies surfaced after commitments, leaving teams to address service problems during implementation or delivery.

Current IMPACT engagement model showing commitments made before service discovery

PUBLIC SERVICES · GOV.UK

Improving adoption meant looking beyond the interface.

Working with UK government departments to improve service adoption, I challenged an initial request to redesign a change-request form. Collaborating with stakeholders, I examined the end-to-end process, uncovering dependencies across approvals, responsibilities and information flows.

This shifted the focus from a single interface to the wider service process, aligning departments around the changes needed to improve service effectiveness and adoption.

EMPLOYEE SERVICES · ARM & ENTERPRISES

Turning service unification into shared governance.

ARM and other enterprise teams recognised the need to unify employee services across HR, IT and other functions, but lacked consistent ownership and standards to make it work.

I supported the development of their governance model and facilitated cross-functional workshops to define shared standards for service ownership, taxonomy and content. This helped translate the ambition for one employee experience into practical agreements for how teams would manage and deliver services together.

AI ADOPTION READINESS · BANKS & INDUSTRY

Making enterprise services ready for adoption and AI.

Across banks and industrial enterprises, including HSBC, Santander, ADNOC and Aramco, I worked with stakeholders to identify what prevented employees from successfully finding and using digital services.

By connecting employee journeys with service ownership, content, taxonomy and operational processes, I helped teams prioritise the foundations needed for effective self-service, better search and AI-enabled experiences such as EC Slate and Now Assist.

Home-office employee service blueprint connecting HR, IT, Workplace, Procurement, Security, approvals and fulfilment — Employee journey blueprint: Fulfilment dependencies.

02 · STRATEGIC INTERVENTION

Moving service decisions before commitments.

I brought the recurring adoption barriers and current-state engagement map to discussions with IMPACT leadership, Customer Success, Architecture and UX. The key challenge was where decisions happened: UX could improve an experience late in delivery, but could not easily change a service model that had already been agreed.

I designed a future-state engagement process that moves three decisions earlier: what problem the customer needs to solve, who owns the end-to-end service, and what must be ready for adoption. It gives Customer Success, Architecture, UX and customer service owners a shared basis for scoping and delivery.

01 / FRAME

Validate before scoping.

Use engagement evidence and focused discovery to establish the customer problem, expected outcomes and existing service constraints before agreeing a solution.

02 / ALIGN

Align decision owners.

Involve Customer Success, Architecture, UX and relevant customer service owners to resolve responsibilities and dependencies while the engagement can still change direction.

03 / CARRY THROUGH

Carry decisions forward.

Make agreed outcomes, requirements, owners and checkpoints visible to the teams responsible for configuration, implementation and adoption.

FUTURE-STATE DESIGN · OPERATING MODEL

Proposed future-state IMPACT ecosystem with earlier discovery and cross-functional service decisions — Future-state engagement model showing where discovery, service ownership and cross-functional decisions enter the delivery process.

03 · INFLUENCING HOW IMPACT WORKS

Turning journeys into leadership decisions.

To move the operating model beyond a strategic proposal, I translated its principles into practical guidance for engagement teams. This connected service discovery, stakeholder responsibilities and delivery checkpoints into a consistent approach that Customer Success, Architecture and UX could apply across customer engagements.

ServiceNow Design Playbook overview covering discovery, delivery, governance and measurement — Supporting guidance for teams: journey mapping, ownership decisions and discovery checkpoints that put the design-led engagement approach into practice.

04 · RESULTS & BUSINESS VALUE

Building what matters. Making adoption count.

The central change was moving IMPACT's focus from delivering requested solutions to validating whether those solutions would solve the right problems. I redesigned the engagement approach around earlier discovery, shared service ownership and adoption readiness, giving Customer Success, Architecture and UX a common basis for challenging scope and directing investment towards meaningful customer outcomes.

LESS DUPLICATION. BETTER INVESTMENT. By bringing employee journeys, existing services and operational dependencies into scoping decisions, the model addresses the risk of building overlapping solutions or investing in technology that fails to resolve the underlying problem. The focus shifts from delivering more to building what customers actually need.

HIGHER ADOPTION. LESS REWORK. Connecting service ownership, governance and employee needs before implementation addresses the conditions behind low adoption and late delivery changes. Adoption becomes part of defining success from the beginning, rather than a problem discovered after go-live.

Reducing solution risk. Designing for adoption.