My engagement with the TTC's Diversity Department marked a pivotal progression in my professional journey in Canada. The role provided not only a platform for hands-on expertise across strategic research and design tools but also a deep dive into IDEA (Inclusivity, Diversity, Equity, and Accessibility) goals, culture, and values, enriching my understanding of diverse user experiences and needs.
Empowering TTC's Diversity Department
Strategy Development
In collaboration with TTC's Diversity Department for our capstone project at OCAD University, our objective was to empower this 2-year old department within a 100-year old organization to operate and collaborate effectively. To address the challenge of restructuring and developing a new strategic direction, we employed the double-diamond process. This entailed extensive secondary and primary research, including literature reviews, benchmarking, trend analysis, workshops, and surveys. Our exhaustive investigation resulted in a tailored 3-year strategic plan, featuring 11 initiatives anchored in three core concepts. Designed to instill inclusiveness, respect, equity, and dignity within the TTC, this plan was presented to the client alongside a comprehensive strategic report.
Methodology
Our team adopted the double-diamond process, comprising the stages of Discover, Define, Develop, and Deliver.
Discovery and Definition
In the foundational stages of our innovation journey, the primary objective was to immerse ourselves deeply to gather insights and subsequently crystallize the challenge. This iterative process of understanding and refining formed the bedrock of our strategic approach.
Secondary Research:
Literature Review: Evaluated the department's objectives, key concerns, vision, and goals, identifying any ambiguities within their strategy.
Benchmarking: Looked at global benchmarks to find innovative examples of IDEA integration and common challenges faced by similar organizations.
Signals and Trends: Detected changes and trends that could influence the department either immediately or in the future.
Primary Research
Workshop: Conducted to understand the intricacies of the department. Tools and methods used included:
Empathy Mapping | Stakeholder Mapping | Love & Breakup Letters | Prompt Questions
Survey: Implemented to explore collaboration dynamics between the Diversity department and other TTC units. This helped us gain additional insights and refine or confirm our problem definition.
Development & Delivery
To transform our insights into actionable strategies, we embraced a suite of contemporary strategic tools and integrated them within a collaborative framework:
Business Canvas Model: This tool allowed us to structure our strategic approach visually, capturing the essence of the department's business model components succinctly.
Viable Systems Model (VSM): With VSM, we explored the department's organizational structure, ensuring a sustainable and self-sufficient model was in place.
Ideation Workshop: This co-creative session was instrumental in our solution development process. Through brainstorming and the use of "How Might We" questions, we collaboratively worked with the client to generate and refine ideas, ensuring alignment with their vision and objectives.
SWOT Analysis: As we moved closer to delivering our strategy, each solution approach was rigorously evaluated using a SWOT analysis. This step ensured our recommended strategies were robust, accounting for potential strengths, weaknesses, opportunities, and threats.
Project Outcomes
Solution Delivered: We presented a tailored 3-year strategic plan for the department, featuring 11 initiatives built around three core concepts. These initiatives spanned from quick wins to more long-term strategies, ensuring the department's sustained growth and effectiveness within the larger TTC organization.
Final Presentation: The strategic direction, coupled with a comprehensive report detailing our process, was officially presented to TTC's Diversity Department, showcasing our journey from identification to resolution.
