As Conway's Law suggests, organizational structure directly influences product design (read more on it here). This means that siloed teams often create products that reflect their internal divisions with broken handoffs rather than customer needs. This results in suboptimal product experiences, and ultimately a loss in revenue. 

To address this, our team was brought together to lead a new business transformation initiative to best bridge these siloed gaps. By combining service design, design thinking, and data analytics, our team built a repeatable, scalable operating model called the Journey System to focus disparate teams around shared user journeys to improve end-to-end product experiences.