Largest US Energy Co. – Digital Innovation Lab
DTI was recruited & hired as a Workstream Lead to support the Delivery Manager
The Innovation lab releases several pilots a year to multiple product lanes that support many utilities operating companies. These pilots are developed with scalability in mind and focus on a human centric design. Success metrics are crafted after carefully reviewing the analytics of key components the pilot will look to alleviate, create, or enhance digital adoption for energy customers.
Innovation Lab is focused on being more relevant and optimizing internal processes by aligning stakeholder input with business requirements. The team also began to categorize the implementation from problem statement to proof of concepts and then MVP. This allows the internal process to be streamlined and reduce complexities, that adds to the delivery timeline getting stakeholder feedback early in the problem statement reducing requirement elicitation.
Through strategic partnering DTI is working with the leading utility company, a Fortune 200, headquartered in Chicago with over $35 billion (about $110 per person in the US) in revenue in 2019 and 10 million customers (about half the population of New York), and is building a foundation for future brand and content opportunities for enhanced digital omni channel, with eyes on the future elevation of overall experience and content.
IT Consulting – Enterprise Solutions, Digital Transformation
The Innovation lab began in 2018 to drive emerging technology outputs. The last several years the Innovation lab has operated with an approach to start a concept from a problem statement and implement into a production facing pilot. The team partners with backend integration making new developments to applications like Customer Care & Billing (CC&B, leveraging API gateways as well as new human centric designs built on frontend development SDKs.
System Integrator: Deloitte
The biggest challenge for the Innovation lab is the ability to track the success metrics of the pilots due to limited data availability if the project is new.
Mutiple Stakeholders are included in the decision-making process, extending the time to market, and adding convulsion to the Minimum Viable Product (MVP) as the team prepares to gain signoffs. These additional signoffs will introduce strategic challenges and must be addressed in how innovation culture is viewed through the corporation.