Wait: you need to read part 1 and part 2 first!
You’ll remember that last week I discussed the crucial need for a cultural change in how we dealt with time logging. After the CX team’s thorough research, we were ready to take the findings – and our ideas – to our board of directors.
Hint: you'll need to read part 1 first for this post to make sense.
The CX team got together to discuss the problems and carry out an internal ideation workshop to tackle them. We knew that we had 3 key tasks:
It had been coming for a long time…
At the end of every month, developers scrambled to complete their timesheets, while the operations team were breathing down their necks, threatening them with sticks to get it done - and done right. The developers were left wondering why operations wanted their time logs so desperately. Surely they already knew what they had been working on? The operations team were scratching their heads as to why the developers didn’t do it; they had been reminded at the end of every month like clockwork, yet every month the same story. It was hugely frustrating for both sides, and was approaching boiling point. As soon as the Customer Experience team had a break between projects, we knew this was a top internal issue that had to be solved.
