Monica Jory
Service Design | CX | Innovation
Service design
Jobs-To-Be-Done
Anchoring digital transformation through service blueprinting
Telecommunications - Vodafone
This project used service blueprinting to align a complex telecommunications organisation, bridging the gap between legacy IT infrastructure and future-state customer experience.
Challenge
Fragmented views of enterprise operations made it difficult to prioritise initiatives or assess the impact of a major digital transformation. There was lack of shared understanding around customer experience and how it aligned to future-state processes and infrastructure.
My role
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Framework leadership: Established a Jobs to Be Done (JTBD) framework across all digital products and touchpoints, creating a foundation for feature sequencing and investment prioritisation.
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System-level orchestration: Led a multidisciplinary team of BAs and UI designers to construct a future-state service blueprint. This mapped the organisation’s experience, process, policy, and system layers to identify specific business value pools within each journey phase.
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Cross-squad alignment: Represented the design squad in scrum of scrums, synchronising dependencies and aligning progress across multiple agile squads to ensure a coherent end-to-end transformation.
Methods
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Service blueprinting
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Jobs to Be Done (JTBD) framework
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Cross-functional alignment workshops
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Business value mapping
Approach
Image: Discovery session
1. Discovery & departmental alignment
Research planning to synthesise existing insights and identify knowledge gaps.
Facilitated deep-dive sessions with technical leads, legal, and infrastructure owners to surface the business rules and tech constraints at each journey step.
Ran Experience Vision Workshops, translating research and stakeholder inputs into a unified product vision.
Image: Desgin sprint board
2. JTBD strategy & squad orchestration
Led the squad to develop a Jobs to Be Done (JTBD) framework covering all digital touchpoints and product categories. This became the foundation for the functional user stories for new and existing customers.
Conducted immersion sessions to ensure the design vision was actionable before it hit the production sprints.​
Image: Process and policy alignment
3. Impact Assessment & operational readiness
Specified the business value at every journey stage by defining KPIs. Partnered with Change Managers to conduct impact assessments, identifying training needs in response to new business rules. This ensured a seamless handover to operational teams for policy and process definition.​
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Outcomes & impact
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Strategic prioritisation: Enabled product managers and delivery leads to make confident, evidence-based sequencing and investment decisions by grounding them in a system-level understanding of the service.
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Unified strategic framework: Established a single Jobs to Be Done (JTBD) framework that consolidated fragmented backstage processes, creating a scalable foundation for long-term operational efficiency.
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Stakeholder alignment & buy-in: Secured support from senior leadership for future-state changes to operational processes and policies.
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Risk mitigation: De-risked the digital transformation by visualising the downstream impact of changes, ensuring the future-state infrastructure remained grounded in optimal experience and commercial value.
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