The Challenge
In many large enterprises, complexity isn’t just a bug—it’s practically a feature. Think endless meetings, strategies that rarely line up, and executives nodding like bobbleheads while quietly trying to make sense of it all. Attempting a digital transformation in this kind of environment? That’s a serious undertaking.
Now, picture trying to get dozens of teams [each with its own P&L, roadmap, and territorial battles] to move in the same direction. It’s like herding cats, except these cats are also busy making PowerPoint decks and fighting for their share of the budget.
I was initially hired as a UX/UI specialist to create UI assets and patterns. However, once inside, it became clear the challenge wasn’t just about interfaces—it was about the foundation. The internal product team struggled to get other functions on board with the transformation.
What was missing was the frameworks and tools to help them have productive conversations, make decisions, and collaborate.
Now, picture trying to get dozens of teams [each with its own P&L, roadmap, and territorial battles] to move in the same direction. It’s like herding cats, except these cats are also busy making PowerPoint decks and fighting for their share of the budget.
I was initially hired as a UX/UI specialist to create UI assets and patterns. However, once inside, it became clear the challenge wasn’t just about interfaces—it was about the foundation. The internal product team struggled to get other functions on board with the transformation.
What was missing was the frameworks and tools to help them have productive conversations, make decisions, and collaborate.