Imagine this, you are working with a client on a new idea while conducting a design thinking "needs gathering" exercise. Midway through the exercise, a new unrelated theme keeps surfacing. What do you do?
We ended up shelving the original project and pivoted on a new set of problems and solutions that would become Corderum. Once we decided to pivot we were able to focus on three primary struggles:
This Mural contains our first and second needs gathering sessions. The second done with a more technical team.
In this second phase, we were getting a better idea of who our personas were and we started plotting their journeys.These journey maps later evolved into flow diagrams.
2 Policy Management and Governance
As a CIO, I need to:
Make onboarding and offboarding instant, easy and secure.
Create subscription distribution decisions by company, org, role, or individuals.
Be able to quickly and easily change permission types.
Protect company IP by knowing:
what environments have been created?
who has access to them?
and how are they protected?
Be able to monitor usage and identify individuals that need more training.
3 Cloud Migration
As a CTO and BizOps, we need to:
Reduce the time and complexity to fire up new environments.
From weeks to minutes.
Not overspend and be able to get maximum utilization out of our systems.
Understand what we are paying for and how we get billed?
We need to cloudify our internal systems.
We need to monitor systems and reallocate resources to meet demands.
We need to make sure all systems secure our IP
Journey and EmpathyMapping
While most projects start off with some form of assumption, at some point you need to start to plot the users journey so that you can begin to empathize with their struggles and validate their needs. A journey map becomes a powerful visual artifact that maps interactions, specific needs, struggle points, opportunities, and persona handoff’s. It also gives us a tool to layer on customer quotes as validated reminders.
With more than 30 customer sessions the results were the same. Each participant one by one validated the need for subscription management, policy management, and cloud migration.
As part of investor content we were tasked with presenting our competitive analysis and while some of the competitors were difficult to find, we eventually agreed that there were 14 viable competitors. And what started as a very organized spreadsheet, over time it became overwhelming and unreadable. To remedy this eyesore I decided to use some of our dashboard components to create an interactive prototype to make it easy to filter and visualize the competitive space.