Helping Fidelity National Financial accelerate research, save engineering costs, and create new data pipelines
ABOUT THE PROJECT
Company: Fidelity National Financial
Client: Tammy Strickland, Vice President of Customer Research & Discovery
IN THE CLIENT’S OWN WORDS
Challenge
We had previously hired Llewyn as a consultant for building a new research capability at the company. The organization was beginning to realize data-driven was easier, less chaotic, and led to better decisions, so we extended the engagement to have Llewyn help us continue that transition.
Process
In the beginning it was really training and teaching. Later on, Llewyn was very good at backing up but being there as a coach. Which is important because if we didn't have that evolution, then we would be creating a dependent relationship.
One thing I appreciate about Llewyn’s coaching is her philosophy of meeting people where they are. As we’re taking research across the organization, this is so important. Because when you work with a bunch of smart people and you're trying to introduce a new process, if you don't have their buy-in, they will find a way not to do it.
The way that we're doing this is more inclusive. We are not trying to make people wrong.
Key results
We’ve accomplished a number of important things.
Introducing higher-response rate survey methodology
We found a way to put a methodology in place that allowed us to get high participation with surveys. And once we learned that in our commercial division, we're now adopting that methodology in other places.
Saving the business millions of dollars in engineering costs
We went into those surveys with the premise that we were going to replace a platform that's currently in place. And what we learned is that it is still is working effectively for its users and what they do.
We had some top management who very much believed that platform needed to be replaced. It's very difficult to debate with top management because I have nothing more than my argument against yours. So what we were able to do with the data was prove that replacing the platform was not our top priority. There were a lot of things that we could do instead of a replacement, which would have been millions of dollars.
Creating new data pipelines for C-suite decision-making
We had the CIO ask for some information about our commercial division. We were able to not only give him the information he was asking for, but also documented data from our employees about their entire work process.
That was a really big opportunity because when we did it without a strict methodology, everyone had a different opinion. But because we did it with data, we had the information as the employees gave it to us.
I feel like we're just starting to become a data-driven organization, and it allows us to have less chaos in coming up with decisions. We're bringing it slowly into the culture.