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Hatch

RESEARCH, UX STRATEGY, LOGO DESIGN

A mobile app that decentralizes culture events planning by providing a dedicated channel for the whole office to get involved. 

Team project with Leo G., Cindy W., Connor E., Chris C.

My role: Primary & secondary research

               Strategic vision

               Logo design

               Storyboarding and pitch deck

This is exactly what we need.

 

- D.B.; Managing Partner

Hatch could change the way we do things here in this office.

 

- J.K.; VP Project Management

Interns are rarely able to make a lasting impact on a company.

But with Hatch, we just might! 

I love how Hatch fits right into what's currently in place in our company and bolsters it.

 

- J.M.; Senior Designer

The beautiful thing is that Hatch is scalable to any office, even across offices!

 

- S.T.; Consumer, Industry, Org. Researcher

Background

Sapient Razorfish is a digital transformation consulting firm that helps companies build and expand their digital presence. Originally Sapient, the company was bought by French publishing giant Publicis in 2015 and merged with design agency Razorfish in 2016. Three years later the company reorganized and rebranded as Publicis.Sapient. 

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2015

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Challenge

When we got to Sapient Razorfish, it was just coming out of the rough waters of a difficult merger. Wanting to focus on office culture, the leadership asked our team of interns to create a digital solution that would help the company "embrace and adopt a culture of change."

2016

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2019

Process

REFRAME

We reframed this vague brief and asked ourselves, "How might we foster an office culture that is open to change?" Our research revealed that a closely knit group of involved individuals are more resilient when encountering internal or external change. We set out to build a digital solution that would strengthen and engage the community in our office. 

Embrace and adopt a culture of change

Foster an office culture open to change

INTERVIEWS

We began with general questions regarding culture and community in the office. It quickly became apparent that employees were very divided from one another by department and by physical space. Office events tried to address this, but attendance was sporadic. People in the office were passionate about many things and wanted to build a community in the office, but many didn't know how to get more involved.

We zeroed in on how office events came to be by interviewing the group responsible for planning the events. We discovered a group of passionate and caring individuals, but uncovered a planning process that was exclusive and lacked transparency and clarity.

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JOURNEY

An idea would need to go through this journey to be realized:

Office mgrs

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Culture team

Quarterly culture meeting

Follow-up meeting

Planning finished

Email

blast

Idea

Event

1

2

3

4

5

Idea hand-off

Meetings

Point person

Email blast

Waiting

An idea would need to make it's way to either the office managers or someone on the culture team. 

The idea would then go into the quarterly culture meeting for evaluation and budget consideration. 

Issues we uncovered through interviews:

!

If the idea was chosen, it would enter a follow-up meeting where a point person would be chosen to plan the details and logistics. 

Once planning was completed, an email would be sent out to invite the office to the event. 

People who saw the email and are interested would then put the event on their calendars and ultimately attend the event.

Most people don't know who to contact to put their idea up for consideration.

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Having a single meeting once every three months is inconvenient for many to participate in. 

The culture team has difficulty selecting events that cater to the diverse interests in the office. 

We were told that the person with an idea rarely commits time to plan it. Responsibility then falls on someone in the culture team to follow through.

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Email is a problematic channel because it's used primarily for work purposes. 

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There's currently no way of getting a pulse on what attendance might be like, making important last-minute adjustments impossible. 

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Solution

Hatch is a fully functioning mobile platform that facilitates a more connected office community. It allows any SR employee to easily pitch an idea for others on the platform to see, support, and even sign on to plan if they are passionate about it. It would be the de facto place for all things culture and office related. It both strengthens the existing structure and adds completely new capabilities to the planning and engagement process. 

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Ideas = Eggs

Users can engage in Hatch in 3 roles.

He/she can be a...

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Creator by laying an egg (creating an event). 

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Leader by signing up to plan an event.

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Participant by liking eggs (     ) and checking-in to eggs.

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GAMIFICATION

To drive and sustain engagement, we incorporated gamification with a sample point structure. Users would get different amounts of points based on their role in an event, the category of the event, and the time duration of the event. We also laid out a sample prize structure with prizes given by department, overall office, and a raffle to give more people the chance of winning something. 

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With Hatch, we expect the new journey of an idea to look like this:

Quarterly culture meeting

Office mgrs

Event

Idea

Planning finished

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1

Idea hand-off

2

Filtering

3

Point person

Hatch is the go-to place for pitching new culture event ideas, so there's no confusion about where to go. Additionally, the barrier to entry is lowered because the time and place to pitch ideas is opened to anytime and anywhere. 

Through conversations with office managers, it became clear there would need to be upfront evaluating of ideas to filter those that wouldn't be feasible, as well as any inappropriate content. Both office managers were excited about the idea and willing to participate in that capacity.

It will be easier to find someone who has the time and passion to plan an event because the pool of potential leaders has now become the whole office. In addition, someone could take ownership at any time once an egg is laid. Lastly, requiring the person with the idea to set a time and place for the event increases the likelihood that the creator will also be a leader. 

4

Visibility

5

Transparency

Hatch is the de facto place for pitching new ideas as well as seeing what's going on. No more need for email blasts. A dedicated platform simplifies office life. 

Because potential participants are engaged so early in the process and given agency to show support and RSVP, it'll be easy to get a sense on what attendance and support might be. 

EXPERIMENT

For our solution to be successful in the Chicago office, people outside the culture team needed to be able and willing to participate in the 3 roles of our platform. We devised a quick, clever way to test this:

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People in the office must have ideas

We passed out slips of paper to everyone in the office that had one question: "What's something you'd love to do with people in this office?" and set up 3 bins to collect them. We let this survey go on for 1 week. 

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Of the ~250 people in the office, we received 91 responses for almost a 40% response rate! Not only was the quantity of ideas encouraging, the quality of them was high and many ideas were similar, indicating many shared interests. 

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People in the office must be willing to support and participate in ideas

At a bi-weekly office community meeting, I presented 5 of the ideas we'd received, asking anyone who supported and wanted to participate in each idea to raise their hands. I selected ideas that covered a broad range of interests and goals. 

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The ~70 people at the meeting were enthusiastic to participate in this activity.

3 of the ideas received almost everyone's support, while 2 of them received lesser support. 

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People in the office must be willing to volunteer time to plan events

At the office community meeting, after presenting an idea to gauge support, I then asked if anyone would be willing to volunteer some time to plan this event. This part of the test was the biggest gamble. 

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We were ecstatic to find that at least 1 person raised their hand to suggest that they would be willing to give their time to plan the event. One of the popular events had 10 people volunteer to plan it!

METRICS

We laid out a plan, assuming Hatch would be picked up by the company. This included creating key performance indicators. The metrics revolved around engagement with the platform, with a balanced distribution among the 3 roles. 

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ROADMAP

Since our internship was ending at the concept phase, we laid out a roadmap for what work would need to be done and who would need to do it to get Hatch ready for release. 

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Outcome

The project culminated in a presentation and demo to the entire office. The response was overwhelmingly positive and we received praise for the problem we identified, how thought out our concept was, how built out our platform was, and how seamlessly our solution fit into the existing flow of the office. 

The woman in charge of the Chicago office was so impressed that she arranged for us to present our concept to the woman in charge of all offices in North America. We did so the following morning and this woman was extremely excited about our platform and supportive of following through with our roadmap to roll it out. 

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