STREAMLINING THE ROADMAP
As an Industrial Designer within a conservative organization, I identified that the existing design process was no longer supporting the company’s growth. Projects lacked clear prioritization, decisions were frequently delayed, and inefficiencies were increasing. To address this, I took the initiative to restructure the development roadmap into a leaner and more scalable framework.
First, I started by listening to collogues across design, engineering, sales and management. Gathering input on key bottlenecks, but moreover
ensuring early involvement and shared ownership of the outcome. This created the foundation for change, with support across the organization.
The updated framework introduced clearer prioritization, defined individual responsibilities and fixed decision points. Moreover, research and data had an essential role within the roadmap, this went hand in hand with the introduction of an evaluation metric objectively rating new ideas based upon Sunware’s vision and targets, providing a consistent counterbalance to the subjective decision making.
As a result, the whole process, including the decision making, became more structured and efficient. This reduced the unnecessary work to a minimum and allowed for clear and time- efficient handovers.
STREAMLINING THE ROADMAP
As an Industrial Designer within a conservative organization, I identified that the existing design process was no longer supporting the company’s growth. Projects lacked clear prioritization, decisions were frequently delayed, and inefficiencies were increasing. To address this, I took the initiative to restructure the development roadmap into a leaner and more scalable framework.
First, I started by listening to collogues across design, engineering, sales and management. Gathering input on key bottlenecks, but moreover ensuring early involvement and shared ownership of the outcome. This created the foundation for change, with support across the organization.
The updated framework introduced clearer prioritization, defined individual responsibilities and fixed decision points. Moreover, research and data had an essential role within the roadmap, this went hand in hand with the introduction of an evaluation metric objectively rating new ideas based upon Sunware’s vision and targets, providing a consistent counterbalance to the subjective decision making.
As a result, the whole process, including the decision making, became more structured and efficient.
This reduced the unnecessary work to a minimum and allowed for clear and time- efficient handovers.
