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SIBS, which provides financial, modern, reliable and secure technology services, particularly in the payments area, to more than 300 million users from different geographies, processing more than 7 billion transactions annually needed a facilitation program to help them collaboratively design an optimal solution for knowledge sharing that would involve technology, processes and culture. Ideally, the solution will weave a seamless network of information that can be registered, generated, improved, stored and shared in a frictionless and effective manner.
Setting a shared vision
The initial steps of the program took the team through a deep understanding of SIBS business as well as its internal structure and how knowledge is shared within the group. It became clear that the size, multi geography, legacy systems and security requirements were the biggest challenges we had to face.
These challenges fired up our design thinking engines, and we were more than ready to empathise with the company and its employees.
Feeling the pains of SIBS departments
The heartbeat of any organisation lies within its people. Cocoon conducted interviews with individuals from seven distinct departments within SIBS to better understand the specific needs of each department.
These interviews became the compass, guiding the project by revealing the crucial pain points that affected SIBS employees when it came to share information. This empathetic approach, delving deep into the employees’ experiences and challenges, formed the bedrock of a solution rooted in genuine needs.
These insights allowed us to formulate problems which would be later tackled in a workshop where Cocoon would facilitate SIBS employees to address them.
A transformative workshop
Then the ideation workshop followed with 15 participants from different departments organised into 3 groups. The main goal of the workshop was to promote dialogue between the different departments and get a shared vision of the company’s needs around access, management and sharing of information.
The aforementioned workshop followed a methodology which made the participants consider the benefits and downsides of the solutions they were proposing. They began by ideating solutions in a judgement-free way and later presented them to the larger workshop group where they were discussed cross-departmentally, creating a safe space for objective and critical feedback on the proposed solutions.
It was the time of metamorphosis where old ideas were shed, making room for innovation and creativity.
Idealization
After the ideation phase, we reviewed all the solutions worked on in the workshop, explored the realm of knowledge sharing in depth, and analyzed the implementation of alternative solutions to pinpoint potential flaws or oversights.
Subsequently, we presented a comprehensive set of recommendations that not only showcased best practices and cutting-edge applications but also emphasised the importance of structural change management. It became evident that for any technological solutions to succeed, they must be implemented cohesively with employee participation — starting, of course, with the necessary preparation and promotion.
Looking back at the initial requirements of this project, we believe that the needs were met for a new space where SIBS employees can share information, both practical and tacit, in a way that will grow and adapt to the goals of the company for years to come.
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