Case Study

Colleague Experience Management (CEM)

Service Offering:

Go-to-Market Acceleration


Global Financial Services Company


VP of Colleague Technology

The Challenge

A company wanted to improve its employee technology experience, but to do that it needed to understand its employees.

What role did technology play (or not play) in their day-to-day job? In what ways was it a limiter vs. an accelerator? Were the employees equipped with the right technology, at the right time, in order to be productive?

Understanding employee needs, habits, and journeys was critical to informing the company’s technology strategy.

What We Did

Bootstrap the experience management practice, developing strategies, structure, governing, operating, and delivery models, all informed by competitive market intelligence, direct colleague needs and behaviors, and a sentiment management framework. 

We conducted an 8-week effort to research, identify, analyze, and produce a set of employee personas and associated journeys that would inform a new employee technology strategy and roadmap. Our team conducted direct interviews with representative employees across the bank, held focus group-like workshops, and tapped into HR data sets, to produce a rich set of distinguishing traits, needs, habits, and demographics to inform these valuable artifacts.

This is something I can take and run with.



Eight employee personas: We were able to group most employees into one of eight personas, pulling together a “day in the life” narratives, tech “toolbox” requirements, relevant demographics and employment info (e.g., tenure at the company), obstacles & opportunities. These provided the clearest picture yet of the technological needs of the company’s work force.

Five employee journeys: For a prioritized set of personas, we then produce current state customer journeys that pinpointed areas of technology pain (and opportunities to delight) across common employee experiences.

An informed strategy: Both of the above were invaluable in informing direction and setting prioritization for planned investments in employee technologies and capabilities in the coming year.

Improved Readiness for COVID: When the pandemic hit, the company already had the plan in place; they just needed to accelerate it.