RSL Care

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In collaboration with

RSL LifeCare

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The Ask

Symplicit has been engaged to assist the leadership team in building an agile and adaptive organisation that can proactively respond to changing dynamics of the aged care and health industries.

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The Solution

Over 4 week duration:

  • 6 x full days of Accelerator coaching
  • 1 x half day of Executive and/or Accelerator coaching
  • 15 x daily stand-ups via video link

Activities:

  • Equip core accelerator team members with the skills, tools and mindset to drive the human-centred design program
  • Provide structure to the design sprints (e.g. guidance on how to break down the sprint objectives into weekly and daily plans)
  • Coaching to define the problem space, including synthesising and leveraging existing research
  • Coaching to conduct consumer immersion to gain behavioural insights
  • Coaching on how to set up the design space and systems
  • Coaching to define metrics and new ways of reporting, to be refined with the Executive team
  • Sharing insights from other design-led organisations from outside of the sector to help break through traditional thinking

Post-sprint debrief to identify and document outcomes of the sprint ‘experiments’ and coaching on how to pivot in response to new knowledge.

Notes on setting the scene, building foundations, designing for business impact and sketch-noting tutorial.

The Impact

Conduct workshops in ‘Learn’ and ‘Lead’ modules, as well as supporting and delivering two design sprints related to the Accelerator network. Providing design coaching and consulting services, we tested two different approaches to support the following objectives:

  • Deliver two consecutive design sprints to test the different approaches (elements to be tested include but are not limited to: team size and composition, communication style, level of Executive involvement;,level of frontline involvement, approach to reporting and decision-making)
  • Demonstrate value of the Accelerator network and build team confidence by delivering ‘quick wins’
  • Refine the ‘hand-off’ approach: the transfer of new knowledge from the Accelerator team to the development and delivery team
  • Capitalise quickly on the momentum built during the ‘Learn’ and ‘Lead’ modules

In addressing each of the following areas, we will discuss: a) current state – what is working well? / what isn’t working well?, b) ideas for addressing, c) making it stick.

  • Governance: decision making, reporting, metrics
  • Communication: within the team and across the organisation
  • Team: roles, capacity, configuration per sprint
  • Building capability and extending the network
  • Dependencies and hand-off points, example: how do we execute?