Together with Volvo Cars and Volvo IT we created a cross functional core team including UX, UI, process lead, developer, amplifier and systems architect.
In the center was the user - Alex, a service technician working at Volvo in Halmstad, Sweden. It was crucial to have him in the team, so we would develop something that really worked and make him ambassador to get other technicians onboard.
During four weeks we ran several design sprints on location in Halmstad, where Alex’s work, to understand his problems.
Together with Volvo Cars and Volvo IT we created a cross functional core team including UX, UI, process lead, developer, amplifier and systems architect.
In the center was the user - Alex, a service technician working at Volvo in Halmstad, Sweden. It was crucial to have him in the team, so we would develop something that really worked and make him ambassador to get other technicians onboard.
During four weeks we ran several design sprints on location in Halmstad, where Alex’s work, to understand his problems.
Together with Volvo Cars and Volvo IT we created a cross functional core team including UX, UI, process lead, developer, amplifier and systems architect.
In the center was the user - Alex, a service technician working at Volvo in Halmstad, Sweden. It was crucial to have him in the team, so we would develop something that really worked and make him ambassador to get other technicians onboard.
During four weeks we ran several design sprints on location in Halmstad, where Alex’s work, to understand his problems.
Together with Volvo Cars and Volvo IT we created a cross functional core team including UX, UI, process lead, developer, amplifier and systems architect.
In the center was the user - Alex, a service technician working at Volvo in Halmstad, Sweden. It was crucial to have him in the team, so we would develop something that really worked and make him ambassador to get other technicians onboard.
During four weeks we ran several design sprints on location in Halmstad, where Alex’s work, to understand his problems.
Alex’s days are fragmented. Phone calls, emails, clients coming in unannounced, tons of paper work, walking long distances to collect information, old digital systems. All this prevents him from putting his energy where it matters, on his customers.
— 15 different digital systems
— 50% of the time sits in front of PC
— 1000 clients per technician
— 100 pages of paper printed daily per technician
— 1 hour of phone calls per day
Alex’s days are fragmented. Phone calls, emails, clients coming in unannounced, tons of paper work, walking long distances to collect information, old digital systems. All this prevents him from putting his energy where it matters, on his customers.
— 15 different digital systems
— 50% of the time sits in front of PC
— 1000 clients per technician
— 100 pages of paper printed daily per technician
— 1 hour of phone calls per day
Alex’s days are fragmented. Phone calls, emails, clients coming in unannounced, tons of paper work, walking long distances to collect information, old digital systems. All this prevents him from putting his energy where it matters, on his customers.
— 15 different digital systems
— 50% of the time sits in front of PC
— 1000 clients per technician
— 100 pages of paper printed daily per technician
— 1 hour of phone calls per day
Alex’s days are fragmented. Phone calls, emails, clients coming in unannounced, tons of paper work, walking long distances to collect information, old digital systems. All this prevents him from putting his energy where it matters, on his customers.
— 15 different digital systems
— 50% of the time sits in front of PC
— 1000 clients per technician
— 100 pages of paper printed daily per technician
— 1 hour of phone calls per day