One week. Seven days. 168 hours. No matter how you slice and dice, this is not a lot of time to solve five complex issues. But that’s exactly how long a team of RBC Investor Services (RBCIS) employees was given to do so.
Engaging in extreme problem solving
While some said it couldn’t be done, Ross Gardner, Senior Vice President of Investor Services Technology (pictured above), took the lead. “By meeting these five needs, we had the opportunity to significantly enhance our client experience,” said Gardner. “But we knew it was necessary to work a bit differently and engage in extreme problem solving.”
To inspire the team, Gardner turned to Madame Barbe-Nicole Clicquot, the Grand Dame of Champagne. Widowed at the tender age of 27, Madame Clicquot took on her husband’s French wine business in the early 1800s. This was at a time when women were not allowed to own a business—or even a bank account! Not only did the Grande Dame assume responsibility for the business but she also went on to develop groundbreaking innovations in the champagne industry. To this day, the Veuve (Widow) Clicquot brand is synonymous with quality, excellence and, most importantly, resilience.
We had the opportunity to significantly enhance our client experience
And that was the beginning of the Clicquot Solutions Design Team. A total of 11 employees, selected from a diverse range of businesses across RBCIS and RBC, were given seven days to solve the five client issues. During that time, the team would focus exclusively on Clicquot without distraction.
Adopting the “design thinking” model
The Clicquot Team embraced “design thinking,” a human-centric approach to problem solving that incorporates empathy, creativity and iteration to solve complex problems in a short period of time. The seven-day workshop, also known as a “design sprint,” is particularly well suited to driving client-centric innovation at a time when organizations such as RBCIS must quickly adapt to constant change.
“When preparing for a design sprint, team members require the proper mindset,” said Antonia (Toni) De Avila, Design Thinking Facilitator. “The team must be willing to collaborate, experiment and sometimes even fail, while keeping their eyes clearly focused on the client. It’s all about giving the team imaginative freedom.”
It wasn’t all smooth sailing throughout the week. There were times when success seemed elusive. “The situation was a little scary at first,” said Sylvia Rizk, Senior Director of Business Development. “I wasn’t sure how we were going to handle what seemed like a monumental task. But sharing a common vision is a powerful tool. It turns challenges into opportunities.”
The project team left hierarchy and titles at the door
The Design Thinking approach enables employees to break down silos and solve problems in the absence of rigid processes, championing the idea that hierarchy and titles should be left at the door. “Collaborating cross functionally cultivates an open and creative environment where fun and innovation thrive,” said Chloe Mao, Product Management Associate. “This safe space empowers you to explore uncharted territory without fear of judgment. You feel valued, respected and free to express ideas. This fosters a sense of belonging and community.”
Embracing “Believe” as the team motto
Taking a page from Ted Lasso, a popular television series, the Clicquot Team took on “Believe” as their overall mindset and motto. “When things got a little tense—and that did happen from time to time throughout the week—we invoked ‘Believe’ as our mantra. Somewhat strangely, we would often go on to solve a piece of the puzzle that created the tension in the first place,” said Chai Lam, Director of IT Innovation.
Team members frequently played their "call a friend" card
Support from the top of the organization, including RBCIS CEO Claire Johnson, was critical to Clicquot’s success. Team members also relied heavily on the wider enterprise for support, frequently playing their “call a friend” card to help gather essential information and test theories to determine root causes and validate ideas.
As the week progressed, a spirit of camaraderie descended over the team. “It was great to see how bringing together a diverse range of people and skills translated into lasting bonds, turning co-workers into a true team that celebrated victories together and learned from the challenges,” said Matthew Clark, Director of Innovation & Acceleration.
Successfully solving all five issues
In the end, the Clicquot Team went on to successfully solve all five issues. Three of the solutions are being implemented in the near term. Two are strategic recommendations that not only benefit clients but also help to future-proof RBCIS’ position as a leading asset servicing provider.
And the story doesn’t end there. Word about the success of Clicquot quickly spread throughout RBCIS. Design thinking and the “Believe” mindset are now being adopted across the organization. Thank you, Widow Clicquot. You are truly an inspiration!
Three things we learned from Project Clicquot
- Team members must be able to focus exclusively on the project.
- The absence of hierarchy cultivates an open & creative environment.
- Support from the top & across the organization are key to success.