Leading the co-creation of the programme’s end-to-end blueprinting with key stakeholders across business and digital, we mapped the main and supporting services, access points and handovers, offering clarity to delivery teams on critical dependencies across the end-to-end journey. This now aids MTD delivery teams in scoping discussions and ensuring relevant stakeholders are involved early to align on goals and risks. 

I contributed to analysis spikes (pre-discovery for complex multi-faceted services that run across multiple delivery teams) to ensure user needs were embedded alongside business requirements from the very start. There are now plans to incorporate user research capabilities in pre-discovery and discovery phases as part of the strategic design team’s ongoing work. 

As part of my work, I also led a series of mapping workshops with senior stakeholders from the customer support group, customer compliance group and the programme management office, providing a shared understanding of the customer support and compliance journeys.  

This work was critical as MTD prepares for the service’s ‘mandation’ year – the year the service will become mandatory for its users – ensuring that each phase, from testing to live, addresses both immediate needs and longer-term operational goals, bringing together a range of stakeholders to document scenarios, dependencies and risks, and enabled smoother alignment across MTD’s business teams.  

This work has raised the profile of the strategic design team within the programme, directly informing readiness and change management strategies for the mandation/live phase. 

The team worked closely with the digital service designers to establish a user journey management strategy to equip delivery teams across digital and business with a consistent mapping methodology.