<aside> <img src="/icons/map-pin-alternate_green.svg" alt="/icons/map-pin-alternate_green.svg" width="40px" /> At Mixit, I focussed on the Embrace-Social-Intranets: at first mainly on designs and user flows (within the boundaries of the product). Over time I also worked on the exploration of the target group, the design that follows the insights (needs), leading product trainings, product implementation, and change management to ensure a better product adoption.
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Employee Experience | Journeys | Personas | UX Design | Intranets | Behaviour change | ADKAR Prosci | Strategy | Workshop facilitation | Project Management | Design Thinking |
DIGITAL WORKPLACE AGENCY
Mixit is a digital workplace agency, offering product-based and developed digital workplaces. The vision of Mixit was that companies can only put their customer at the center, when they internally put the employees a the center. In practice, this meant that different digital workplaces were offered, designed based on employees needs, and a lot of effort spend on user adoption and change management (following Prosci/ADKAR).
MANY HATS TO WEAR
When I worked at Mixit, the company was existing of 12 people; a mix of project managers and digital workplace consultants. For smaller projects, often workplace consultants took over the project management tasks.
DIGITAL WORKPLACE CONSULTANT
At Mixit, I worked as a digital workplace consultant. This role at a small company required to take on several roles besides a UX designer. During my time, I have facilitated creative idea generation sessions, focus group sessions, co-creation sessions and more.
PROJECT MANAGER
Over time, I took on more project management and change manager responsibilities. I proposed and sold (and managed) three projects by the end of my first year.
CHANGE MANAGER & FACILITATOR
I supported the change management training that we offered for clients who we helped with an intranet, and co-hosted three trainings with a group of 10-15 client representatives.
The creative sessions I have facilitated, have been with a variety of participants, often requiring to adjust the sessions to the target-group. I’ve collaborated with lawyers at Houthoff company, researchers at Vilans, housing staff at Woonstad Rotterdam, and many more.
PREPARE EMPLOYEES FOR CHANGE
I also facilitated many creative sessions and workshops with employees as part of preparing them for change. These workshops proved valuable for better understanding their context, building empathy, but also to explore product opportunties, change personas, and other adoption strategy elements.
KEEP EMPLOYEES ENGAGED
Besides collecting insights, the value was also in keeping participants engaged, for example by sharing the direct output (designs and products) and indirect results (KPI’s and OKRs) and always keeping the target group involved and informed.
Scope → Explore & Define → Design & Deliver → Adoption & Growth
When I first started at Mixit, my main focus was the exploration, design, and delivery. Over time, I took on project manager and change manager responsibilities and also proposed, planned, organised and executed smaller projects, leading the project through all of the phases described on the left.
Team setup:
core team: one or two developers, develop lead, project lead client, me as a project lead Mixit.
stakeholders: internal communication, IT, HR.
SCOPE: Project & target setting
EXPLORE & DEFINE: Problem space
DESIGN & DELIVER: MVP 1
ADOPTION & GROWTH: Improvements
Adoption-scope → Explore & Define → Prepare launch → Launch, measure, learn
The adoption strategy was generally created in 4 steps and based on 5 adoption-phases (based on the Prosci ADKAR model) targeting 3 change-types (Pioneers, Followers, & Laggards).
Team setup:
Parallel to the general process