Design Sprint to Innovate Service With Telstra
Telstra needed a team to rapidly explore new product opportunities and service innovations. Nomat facilitated a week-long design sprint with a cross-section of subject matter experts and business stakeholders.
Design Sprint to Innovate Service With Telstra
Telstra needed a team to rapidly explore new product opportunities and service innovations. Nomat facilitated a week-long design sprint with a cross-section of subject matter experts and business stakeholders.
Design Sprint to Innovate Service With Telstra
Telstra needed a team to rapidly explore new product opportunities and service innovations. Nomat facilitated a week-long design sprint with a cross-section of subject matter experts and business stakeholders.
Background
Australia's largest telecommunication company, Telstra, sought assistance to explore new product opportunities and service innovations. An existing product was in decline and facing pressure from new competition entering the market. New product innovations and value propositions were sought to re-invigorate the product.
Background
Australia's largest telecommunication company, Telstra, sought assistance to explore new product opportunities and service innovations. An existing product was in decline and facing pressure from new competition entering the market. New product innovations and value propositions were sought to re-invigorate the product.
Background
Australia's largest telecommunication company, Telstra, sought assistance to explore new product opportunities and service innovations. An existing product was in decline and facing pressure from new competition entering the market. New product innovations and value propositions were sought to re-invigorate the product.
What we did
A five-day design sprint was held to explore the problem space, generate new product ideas and test these ideas with customers. The sprint focused on understanding the problem by exploring both the business and user needs, including customer pain points and opportunities. We then undertook activities to identify a range of potential solutions. We then rapidly created a concept and prototype based on user data and research, which was then tested with customers.
What we did
A five-day design sprint was held to explore the problem space, generate new product ideas and test these ideas with customers. The sprint focused on understanding the problem by exploring both the business and user needs, including customer pain points and opportunities. We then undertook activities to identify a range of potential solutions. We then rapidly created a concept and prototype based on user data and research, which was then tested with customers.
What we did
A five-day design sprint was held to explore the problem space, generate new product ideas and test these ideas with customers. The sprint focused on understanding the problem by exploring both the business and user needs, including customer pain points and opportunities. We then undertook activities to identify a range of potential solutions. We then rapidly created a concept and prototype based on user data and research, which was then tested with customers.
Service provided by Nomat
Design sprint (including workshop facilitation, prototyping ideas and testing research concepts)
Service provided by Nomat
Design sprint (including workshop facilitation, prototyping ideas and testing research concepts)
Service provided by Nomat
Design sprint (including workshop facilitation, prototyping ideas and testing research concepts)
Outcome
The outcome of the design sprint was a prototype that had been validated by customers, plus documentation of over 20 different concepts that were explored. The executive team used the findings to push company thinking regarding product direction and strategy. Ultimately the concepts have informed the product road map.
Outcome
The outcome of the design sprint was a prototype that had been validated by customers, plus documentation of over 20 different concepts that were explored. The executive team used the findings to push company thinking regarding product direction and strategy. Ultimately the concepts have informed the product road map.
Outcome
The outcome of the design sprint was a prototype that had been validated by customers, plus documentation of over 20 different concepts that were explored. The executive team used the findings to push company thinking regarding product direction and strategy. Ultimately the concepts have informed the product road map.
Interested to know more? Let’s Talk.
Interested to know more? Let’s Talk.
Interested to know more?
Let’s Talk.