Johnson & Johnson has many trusted brands, which created digital siloes and technical debt that was getting in the way of them serving their customers. They knew they needed a major digital upgrade, but before embarking on their digital transformation, they needed clarity on who to serve and how to serve them.
They had built experiences that failed to get traction in the past, so they took a customer-led approach this time to ensure all their investments would be user-validated.
We partnered with J&J to answer the following questions:
Through close collaboration, Johnson & Johnson embraced a user-led, iterative process to make strategic decisions about digital investments. We used ethnographic research, co-creation, diary studies, prototyping, and UI testing to surface timely, decision-quality data against their learning goals.
We then engaged the various departments and the executive leadership team to align on what they needed to deliver before developing a plan for how to make it happen. Finally, we validated the experiences globally to identify any local customizations that would be required across their key markets.
We first researched a broad swath of customers to understand their needs, pain points, preferences, and decision making process as well as who was utilizing digital resources as part of their day-to-day work. From there, we narrowed in on customers who were willing to be served digitally, had unmet needs, and were of strategic importance.
We conducted diary studies, asynchronous research studies, and co-creation research. From there, we rapidly prototyped and iterated the experience to clearly define what a new digital experience should be for both clinical and non-clinical stakeholders and defined the go-to-market strategy.
We used a human-centered design approach to conduct research across the core groups responsible for managing the entire content creation, approval, and management process. We uncovered the systemic pain points and frustrations with the current process, technology, and organizational orthodoxies before defining an ideal state to create and sustain these new customer experiences.
With the ideal state in hand, we led the executive team through the a series of sessions to highlight and resolve the institutional challenges that were blocking Johnson & Johnson from achieving their strategic goals.
With buy-in from the leadership team, we led core teams through a series of roadmapping sessions, which allowed them to break down their siloes and work crossfuncitonally - maximizing their resources and increasing their speed-to-market.
After the first instances of the new experiences were launched in the US, we validated the digital needs and experiences internationally through asynchronous research studies and in-depth interviews. We then made recommendations for how these experiences needed to evolve within their priority markets.
