OECD

Strategy through design: re-thinking the user experience of a leading intergovernmontal organisations

The Organisation of Economic Cooperation and Development (OECD) is one of the leading organisations in the public policy domain. Since 2014, we’ve been working together on designing internal collaboration tools and defining the associated UX strategy.
10projects and product developments carried
300stakeholders and users involved
70hours spent in user tests

Where we started

The Organisation of Economic Cooperation and Development (OECD) is one of the leading organisations in the public policy domain. It provides cutting-edge research and sets international standards on a vast number of policy issues - from labour and tax, to environment and life satisfaction. Together with its members and partners, it represents around 80% of the world trade and investment. Our collaboration with the OECD started in 2014 with a project that aimed to redesign OECD’s internal collaborations tool.

Where we came in

Instead of directly going into the development, the OECD project team wanted to use the opportunity to first reflect more broadly on their user segmentation, the pain points and services that would allow their users to work in a more efficient and effective manner.

While this project led to concrete concept and development tasks for the new internal collaborations tool, it also laid the strategy and roadmap for a whole set of new services to develop in the following years.

What we did

Following, we have continued to work closely with the OECD on a number of different projects. Be it a re-design of services, creation of new products or strategic reflection on the experience the OECD offers to its users, we have followed a user-centric methodologies, with intensive user-research and co-construction approach.

Among other projects, we have:

  • Created a prototype, governance and operational model for the new OECD Hub on anti-corruption and integrity. Having involved close to 200 users from across the world, we defined the high-level context and strategy of the hub, created a prototype that we tested in the OECD Global Anti-corruption and Integrity Forum. Following, we have supported the OECD team in developing the operational model of the Hub.
  • Designed an internal platform for the OECD member-country delegations, so they can manager their work and interactions with the OECD in a more efficient manner. After intensive user-research and business requirements phase, we designed the concept for a digital platform where the delegations to the OECD members can more efficiently manage their work. The product is currently being developed, with a number of features already up and running.
  • Created the experience vision to reinforce remote collaboration within the OECD. The OECD has implemented a wide set of different digital tools to facilitate the remote participation to their meetings. However, it lacked a common vision and strategy. We supported the OECD in identifying the user needs for remote participation, defined the concept and tested it with the users. The final delivery was the MVP of this future experience, which is currently in development.

What happened

One of the major learnings in this projects came from the fact that the OECD is a consensus based organisation, which impacts the way that decisions are taken and projects implemented. FABERNOVEL’s user-driven methodologies have turned out to be a perfect fit for such an organisational setting, allowing to onboard the stakeholders and end-user all along the way of the project development.

Thoughts on the project

Elina GaillardSenior Project Analyst

What did this projet bring you ?

It’s been very enriching to work with the OECD, to deep-dive into the not-so-common policy world of international organisations, and to reflect on the needs of their incredibly diverse community: policy makers, diplomats, experts, academics and NGOs.

The specific organisational setting of consensus, makes user research and co-creation especially important elements of our methodological approaches. For projects to move forward, they need to be co-created and validated by a large number of different stakeholders. This has been a great learning curve for us: to regard UX-centricity not only as a matter of creating products that fit the market best, but also as a key lever in an organisational context.

What surprised you ?

One of the main surprises in our work with the OECD has been the diversity of needs that their community members have. OECD needs to respond and reach a wide set of different profiles, from policy makers to academics and NGOs, each of which have different pain points, user needs and workflows. When designing products and experiences, it’s therefore an extra challenge to prioritise and answer to the whole of the community needs in the best possible way.

What were the project's key moments ?

Over the past 4 years that we’ve worked with the OECD, there have been quite a few of key moments. One that definitely stands out is our participation in the OECD Global Anti-Corruption and Integrity (ACI) Forum, where we tested with close to 100 users the prototype of the upcoming ACI Hub. It was amazing to hear their returns, the challenges they face and how we can help them to combat corruption and promote integrity through UX-design and digital services.

Other key moments are always the stage after our delivery. To see that the concepts we have co-created with the OECD are being developed and launched - and that the users come back with positive feedback on how this new experience help them to reach their daily tasks better. Then it really feels like we “distributing the future”.

Questions are just as important as answersContact