Intel is a leading company in the world that manufactures microprocessors for computers. The company consists of a massive workforce that comes together to deliver world-changing technologies to build what might well be called the future of technology.
Maximum productivity is an absolute must for efficient results, especially in top companies like Intel.
For example, finding the right people and facilities on the campus, switching between the lab and office for engineers, visitor registrations to enter the workplace, etc., meant wasting a lot of time. Similarly, the continuous operation of HVAC systems and lighting systems in the absence of personnel was causing a wastage in energy.
Intel approached us at Codesign to develop a solution for this problem and bring the future of workplaces to the present. This solution involved completely revamping their work environment through hyper-customization.
The idea was to change how Intel’s employees, visitors, and facility staff interacted. The end goal was to architect and develop the smartest campus on the planet that stimulated higher productivity and better results through minimal wastage.
Intel realized that a disorganized workplace and improper work schedule were causing a freefall in terms of productivity and results. Wastage in time, resources, and energy were also rapidly increasing.
To thoroughly understand Intel’s problems and pain points, we conducted many workshops and discussion sessions with their stakeholders to create the best and most practical solution.
After many brainstorming sessions between Intel and Codesign, we identified that the first step in bringing this change involved specifically designing the workflow for each individual who’s a part of the work environment.
This step was divided into two smaller steps.
We divided all the employees, staff, and visitors into three categories and created personas or profiles for each person based on their role or job description. These personas included the following:
PrimaryPrimary personas involve regular employees of the company who are an integral part of the work environment. These employees included information workers, engineers, and managers.
SecondaryPeople who were occasionally or rarely part of the workplace were called secondary personas. These personas included one-time visitors, like business guests, and temporary visitors, like children and employees from Intel’s other campuses.
ServiceSecurity and housekeeping staff, IT technicians, receptionists, gym trainers, catering services, etc., are all the different people who came under the service persona. These people have limited or periodic interactions with primary personas.
The second step in customizing the workplace for each individual involved designing a task flow for all personas.
This task flow or workflow was very detailed and contained points from leaving the house to going home after work.
We also ensured that we create such task flows for different scenarios that present themselves on Intel’s campus.
Most of these scenarios are regular day-to-day features in Intel’s work environment, but we also worked with Intel to create such task flows for optional scenarios that may or may not arise.
Throughout the design and development stages, weekly calls were also held to ensure transparency and for Intel’s stakeholders to share their input for any changes.
Improve NPS (Net Promoter Score) scores from existing 35 to 60.
Improve CSAT (Customer Satisfaction) scores from existing 62 to 75..
Reduce the time taken for customer issue resolutions on phone support by 25% (from 4 minutes to 3 minutes).
Increase ticket resolution percentage without escalation rate from existing 60% to 75%.
Once the problem and solution were identified, the final step in revamping Intel’s workflow was to design and develop the application’s wireframe.
We started by creating a low-fidelity wireframe that consisted of each aspect of the different scenarios. This initial wireframe gave a basic idea of the purpose of the application.
Through this single application, people could schedule meetings with their teams, enter meal preferences and lunchtime, update desk and current location, schedule carpool rides or check parking availability, book appointments, and a whole lot more.
Once Intel’s stakeholders approved a version from numerous iterations, we went on to add the colors, logos, images, etc., to create the high-fidelity wireframe of the application and then handed over the application to them.
Over 200 employees, 35 facility staff, and 20 visitors used the application for 12 months. Here are a few results that we found from the data collected.
Employees found a 12% better mean time in finding people and facilities on the campus.
Meeting room availability increased by 30%.
Automatic switching off of lights and HVAC systems led to a 25% higher energy saving.
The average time for visitor registrations was reduced by 30%.
And ultimately, various in-app features saved more than 20% of the employees’ time, improved their happiness and satisfaction levels, and thus increased their productivity.
While Intel has already brought the future of workplaces to the present, there is always room for improvement. In the future, our team aims at addressing a few challenges and delivering solutions for the same.
These challenges include reducing the time taken in gathering the data, enhancing data analysis and monitoring, and simplifying the process of onboarding new users and adding new user journeys.
With such massive developments and many more to come, Intel is on track to enhancing its work environment and making the experience of working there wholesome and productive.
Product designer - Mandar Kshirsagar