Length
3 min read
At Symplicit, there is a team of specialists who have experience in both Service Design and Change Management. When our research turns into real-world implementation planning, we bring in change tools to help clients move forward. This space between design and delivery is often overlooked however, the effort at this stage in a transformation can have a lasting impact on the momentum of the entire program.
You see, there is a little divide in any initiative – a place where design ends and change starts. Often these two points can miss each other but with knowledge in both camps, it’s an overlooked space I relish. And the biggest benefit is always in connecting both Service Design and Change Management – early!
Linking Design Research to Change Management provides numerous benefits:
- Ensures that research insights are carried through to action
- Maximises the return on investment in customer research
- Supports stakeholder alignment and readiness from day one
- Grounds communication and engagement plans in actual user needs
Reflecting on past projects, there are a few instances that come to mind where the benefits of connecting Change and Design are clear. In this post are a few lived examples of where Change considerations and tools have been bought into Design Research projects. Read over and tell us what further questions you have on these.
Example 1: Turning design research into change messaging.
In this first example, we were asked to define a suite of archetypes and a mental model map to guide a client’s digital transformation. Security constraints and device limitations meant the change would be significant and possibly stressful for employees.
We hosted several workshops with the clients to develop the suite of archetypes and the mental model which helped the client understand different digital behaviours and attitudes across their workforce. But we didn’t stop there.
We used the same research to generate practical, evidence-based communication messages reflective of each archetypes needs. These messages became key tools for internal communication teams to create awareness, build confidence, and increase adoption during the digital rollout.
Why this worked:
- Research outputs were repurposed beyond design
- Messages were relatable, grounded in real employee perspectives
- Change and Design aligned early, saving time later
Example 2: Clarifying stakeholders to support system uplift.
In another digital transformation project, the client needed to document their current processes and practices to prepare not just for a future system uplift, but to find opportunities for small wins in the meantime. The organisation operates in a heavily legislated environment, with multiple stage gates and approvals required before any change can be made.
One of the early challenges was identifying as managing the number of stakeholders involved – more than 70 distinct groups, with each needing to be engaged in some way throughout the transformation.
As part of our workshops, we dedicated time to understanding the stakeholder engagement requirements. Through group brainstorming we identified the breadth of stakeholders and a core set to focus on initially. Then, using empathy mapping, we stepped into their shoes to better understand their perspectives, needs, and what types of messages would most resonate with each group.
What emerged was a clear picture of just how diverse these needs were, even within a small subset of the stakeholder list.
Example 3: Using user research to guide IA and Change communication.
In this final example, when working with a government organisation, the focus was on improving the information architecture (IA) for their intranet. We all know how disorganised an intranet can become over time. As part of the research, we ran moderated card sorting sessions to better understand how people navigated the current site structure.
What stood out quickly was a pattern: staff were using language that didn’t match the site’s labels, or looking under sections that seemed logical to them, but didn’t align with the intranet structure. This misalignment was also reflected in how the site’s search function was not returning adequate results.
By cross-referencing these observations with data from tree testing, we pinpointed specific content areas where staff would likely need the most support during the transition to a new IA. These insights helped the client prepare for targeted change support – guiding teams through new labels, pathways, and ways of finding content.
Why this approach worked:
- It gave the client a clearer picture of real user behaviour, not just assumptions
- It connected IA decisions to change planning and support needs
- It showed where language and structure might need adjustment
Bringing Service Design and Change together for real impact.
Integrating Service Design with Change Management opens up new possibilities for organisations navigating transformation. As the three examples show, this approach helps ensure that research insights translate into meaningful action, communication resonates with real needs, and stakeholder engagement starts on the right foot. When design and change work hand in hand from the outset, the path to digital adoption becomes clearer and more effective. We hope these stories spark ideas for your own projects – if you have questions or want to explore how this approach could work in your context, we’d love to hear from you.
