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Our Work Realizing Business Strategy


Science tells us that personal reflection adds neural circuitry to your brain by anchoring and deepening your experiences – essentially, a higher form of learning.  With that carrot, I thought I’d look back at a recent experience working at LDS.

The client engagement was a big opportunity for LDS talent solutions.  A global Fortune 50 company had recently formed a new strategic function (Mobility) and needed a digital experience to support employee awareness of and participation in programs.  This project was also a big opportunity for me. As lead Business Strategist, I was responsible for discovery of experience needs and managing the stakeholder relationship with the new global head.

I dove headfirst into research, learning everything I could about the Mobility function in HR. It’s no wonder we’re hearing more about talent or “career” mobility.  The mobility function is undergoing a significant transformation from back-office relocation support to a leading element of people strategy.   Global learning and development opportunities support business strategies of diversity and sustainability, as well as answer a growing interest in the workforce for new and different career experiences. Fascinating!

This opportunistic vision was soon juxtaposed with the realities of what it means to align a corporate function to new business mandates. Our client was reengineering top to bottom, including mobility policies, processes, service delivery, vendor relationships, and technology.  Even its scope was in question (the depth of nuanced employee movement scenarios and their associated cross-functional support needs is staggering)!

I find that consulting is like cooking: the ingredients are there, but there’s an art to creating a meal that your customer will enjoy.  The digital strategy and design work we do at LDS is tailored to each unique client context.  With Mobility, this meant asking ourselves, “How do they think and reason about their space?  What discussion ‘view’ creates a foundation upon which we can logically build our thinking?”  My resulting framework served as a protocol to discover people contexts and needs within their (more familiar) operational model.  A win-win.

Another valuable practice worth noting from this experience was the value of the project team’s collective participation.  Frequent conversations with talented teammates in Architecture and User Experience generated a more rational and targeted requirements effort, and ultimately, a more considered and mature output for detailed design.

Noteworthy takeaways from another great experience at LDS.  On to my next venture exploring a data visualization and decision-making solution leveraging big data and A.I.!

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