Defining the In-Store Technology Experience Vision

Our in-store technology portfolio had yet to clearly communicate our multi-year vision to the organization While our In-Store Technology portfolio at Dick's Sporting Goods was working toward a future state, we had yet to communicate a clear, well-defined vision story to the broader organization. Senior leadership challenged all portfolios to communicate and create organizational alignment through a defined portfolio vision. Lack of well-defined portfolio vision led to multiple detrimental impacts: Senior leadership within technology lacked confidence in our vision and couldn't help us champion it Our business partners and stakeholders weren't in lockstep alignment with us on our future direction, causing friction and inefficiency Product Teams within our portfolio weren't entirely focused on the right work nor working together toward a broader, integrated vision

To address this opportunity, I led our portfolio team through a lean human-centered approach that resulted in a compelling vision story As a Product Design Manager, I proposed a lean human-centered approach that including the following aspects: Discovery of key business goals and strategies, our product team's visions, and existing research that informs our vision as the basis for co-creative workshops Synthesis of these key inputs and perspectives, framed through our broad customer's journey, as a basis for our vision story Storytelling throughout the organization, utilizing a storytelling deck and artifacts, to propel our vision forward