YARA CASE STUDY
INDUSTRIAL INTERNET OF THINGS * DIGITAL BUSINESS TRANSFORMATION * BUSINESS STRATEGY * CUSTOMER INSIGHT & JOURNEY MAPPING * PRODUCT VISION, DESIGN & MANAGEMENT
H2S (Hydrogen Sulphide) gas is very toxic, even at low concentrations there is a serious health risk. The gas, released by septic wastewater, also smells and even at low levels can corrode steel, concrete and electronics. For municipalities and those companies charged with managing wastewater treatment, maintaining safe levels of H2S is an ongoing and costly exercise.
For over 20 years Yara Industries have been providing innovative solutions to eliminate odor and H2S (Hydrogen Sulphide) around the world. In 2019, Yara initiated a digital business transformation programme that looked to maximise the potential of industrial internet of things to install sensors throughout the wastewater treatment network in order to monitor levels of H2S gas and automatically release the right dosage of Yara chemical required to negate risks.
Summary of Engagement
Connected Thought were initially engaged to lead the discovery and design phase of the programme, responsible for customer insights and journey mapping, future vision concepts, stakeholder management, and product design, roadmap development and documentation. Having successfully completed the programme of activity, Connected Thought were retained to run a six month pilot across four countries and drive a business strategy process for the USD 25 million business unit, with responsibility for a team of experts, to produce a 5-year business strategy.
CUSTOMER INSIGHT & RESEARCH
Interviews with 20 customers, 12 non-customers and 19 Yara colleagues across 5 countries. Through the research the team try to identify needs, challenges, pain points, understand context and situation, get inspiration, and search for actionable key insights.
Each interview was analysed and the most interesting insights, pains and opportunities extracted as individual findings. The team then categorised and sorted the findings into themes and, together with the Yara DBT team, prioritised them to form the basis for ideation.
CUSTOMER MAPPING EXPERIENCE
Using the customer insight and research as a foundation, the team worked closely with Yara stakeholders to develop persona’s and scenarios that best reflected the findings. The team then mapped the ‘as-is’ customer journey for each persona, focusing on current pain points. Other exercises followed including value proposition mapping and service blueprint designs.
FUTURE VISION & PRODUCT ROADMAP
The team ran a number of ideation workshops with stakeholders to map the future customer journey, service ecosystem and concepts. Yara IT were engaged to assess the feasibility of outputs, leading to the formation of a DBT Design Team that included customers, Yara Industrial colleagues, Yara IT and Connected Thought.
An iterative approach followed that led to the formation of a product vision, detailed wireframes and user stories, and a product plan and roadmap.