Project Details
What I've done in the project
Client details
Understanding the company
About
Ambev, a Brazilian brewery under the Anheuser-Busch InBev umbrella, holds the title of the world's biggest beer producer, dominating roughly 69% of Brazil's market. The company is currently transitioning toward a more digitalized sales and distribution system. The Service Level department's management requires education on digital transformation processes.
Design Challenge
Utilizing the Design methodology for creating a training course for Service Level Management leaders. The course required to:
- Maintain strong alignment with leadership
- Increase value and excellence in the program
- Boost interaction through gamification strategies
- Develop ways to verify learning outcomes
Research
Key Observations
Asking the right questions
Research Goals
Before the research starts, we made an effort to plan and understand the research goals, which company information we would need to collect, and which research tools and techniques we could use.
What is the profile of the leadership and what motivates them?
What level of dedication is expected for their development?
What are the expectations regarding the program?
What are the expectations of the project sponsors?
How does the leadership develop themselves?
User Research
We conducted in-depth interviews with 5 leaders with diverse profiles to understand their backgrounds, motivators, pain points and needs. Additionally, we interviewed the project sponsor to align expectations regarding the outcomes.
Moreover, we joined the WhatsApp group they use to observe their communication.
Common Ground
We noticed some common points in all conversations, among them:
Development preferences
Preference for practical, hands-on learning
Valuing the overall experience, not just individual moments
Preference for quick and dynamic activities that fit into their busy routines
Strong identification with the geographic region they are allocated to
Learning formats
Lectures
Videos
Training sessions
Tests and quizzes
Experience
Team-building moments
Applicable projects
Exchange with other areas of the company
Collaboration within the team
Immersion moments (without work)
Different Perspectives
We observed three different perspectives regarding how they approach problems and what motivates them.
Practical Vision
This perspective represents employees who tend to manage problems and pain points with practicality and agility in their day-to-day activities. Their intention is not to let problems impact the results and performance.
Motivators
High competition
Recognition through rankings and rewards
Results-oriented
Critical Vision
This group represents employees who are passionate about the company and dedicate themselves entirely to their roles. Consequently, they take a more critical and detailed approach to the company's pain points, demanding faster solutions for the problems.
Motivators
Medium competition
Recognition through means other than rankings
Genuine appreciation
Development focused on results
Curious Vision
Primarily includes individuals who are newly appointed to the position, but not necessarily new to the company. These employees present a practical and critical perspective toward the company and its context but prioritize the pain points related to their onboarding and adaptation to the position.
Motivators
High competition
Recognition through rankings
Results beyond numbers
User Stories
Based on our findings, we created user stories to guide and align the solution with the users' needs.
As a leader...
I want training that provides autonomy and practicality, allowing me to do it at a suitable time.
I want a clear view of my results to assess my performance.
As a leader with a Practical Vision...
I want training that provides autonomy and practicality, allowing me to do it at a suitable time.
I want a clear view of my results to assess my performance.
I want to develop with a dose of competition because I strive to be the best at what I do, and that motivates me greatly.
As a leader with a Critical Vision...
I want the training not to disrupt my routine and quality of life because I highly value them.
I want genuine recognition for my efforts and results.
I want immersive moments with meaningful and profound exchanges so that people can truly engage in the process.
As a leader with a Curious Vision...
I want to adapt quickly to achieve more results.
Solution
Ideation Process
Let's make some ideas
Experience Guidelines
We defined some guiding criteria to start the program's ideation, considering various parameters:
Activities
Easy to measure
Dynamic and quick activities
Applicable projects with elements from daily life
Show strategic aspects for the business
Experience
Alternating moments of immersion and asynchronous activities
Balancing competition and collaboration moments
Not compromising the daily routine and quality of life
Empowering users with choices
Feedback
Moments of public recognition
A clear view of performance
Use of rankings
Aligned with real results
User Journey
We conducted an ideation session based on the program's timeline, thinking about creating the best learning journey and using gamification techniques to improve engagement.
Evaluation
We used Bloom's Taxonomy as a basis to think about activities for memorization and application of knowledge.
Final Results
Project Outcomes
Macro themes
A challenge that managers needed to fill a collaborative canvas, based on the Empathy Map, on Miro and tell what the attributes of a good leader have.
Integrations
We planned moments to foster interaction among the participants through social gatherings. The main purpose was to promote recognition, engagement, and motivation within the team.
Individual and Collective Rankings
To engage participants and make their performance clear, we disclosed general performance rankings weekly. Additionally, we created a collective ranking based on geographic regions, where the entire region needed to collaborate to achieve success.
Result Badges
At the end of each theme, participants received badges based on the percentage of completion of their tasks:
- Gold Badge: 100% completion
- Silver Badge: 75% completion
- Bronze Badge: 50% completion
The number of badges was tallied by the team to create collective rankings presented during integrations.
Program Ambassadors
Participants who were highly recognized by their teams were named Ambassadors. This recognition valued their influence within the team and their engagement in the program. Ambassadors received surprise awards (mystery boxes) during integrations.
Mystery Boxes
Mystery boxes were rewards designed to create engagement through curiosity about their contents and their limited availability. These rewards were used to recognize the Ambassadors.
Marketplace
At certain points in the journey, participants could exchange points for limited vouchers to be used in various stores and services.
