The Situation
A major governmental organisation responsible for national security and public administration was in the final stages of implementing a new platform—ServiceNow—for managing internal support requests. This system was essential to the delivery of services across the organisation, which supports several hundred employees in critical operational, security, and IT roles.
The implementation of ServiceNow represented one of the largest transformation initiatives the organization had undertaken, involving significant changes to both processes and structure.
Beyond the Brief
When I was first brought into the project, my role was narrowly defined: refine the language used in the system’s automated notifications. I was part of the internal communications team and had a strong working relationship with the user support department, which was set to be the primary user of the new platform. The solution was nearly complete, and my task was simply to “polish the wording.”
But as a curious and experienced service designer, I wanted to understand how the new system would affect the broader organization. As I explored the solution, I noticed that certain types of requests—ones I knew were common—weren’t being addressed by the system. That’s when I realized: the platform had been designed for only part of the organization. And the parts left out were responsible for essential functions.
Rethinking the Finish Line
I took the initiative to investigate further. What began as informal conversations quickly evolved into a structured insight process. I interviewed staff from departments that hadn’t been included in the original scope. I mapped their workflows, tools, and communication methods. Many were still relying on ad hoc systems—emails, spreadsheets, and verbal exchanges. Their needs had not been considered.
Inclusion by Design - Bringing every voice into the solution
I proposed expanding the insight phase. It was a difficult conversation—the project was nearly complete, and the timeline was tight. But the team recognised the importance of the findings, and we pivoted.
We extended the solution to include the previously excluded departments. New workflows were developed. I facilitated user testing with these groups and helped refine both the interface and the messaging logic. What began as a small language task evolved into a central role in ensuring the platform served the entire organisation.
The Outcome
The results were clear: fewer support errors, higher user satisfaction, and—most importantly—a sense of inclusion and ownership among employees who had previously felt overlooked.
This experience taught me a powerful lesson: sometimes, the most valuable insights come from the smallest details—from overlooked messages and unheard voices.
