CVS: Retail Transformation

SYPartners, 2019
Creative Director

A nine-month long project to create a culture and service model dedicated to transforming the consumer health care experience. 

Phase 1: Deep Dive

To introduce the project to our clients, we helped them reimagine what their store experience could be by transforming a receipt from a functional object, detailing a transaction, to a record of an interaction between an in store employee and a cust…

To introduce the project to our clients, we helped them reimagine what their store experience could be by transforming a receipt from a functional object, detailing a transaction, to a record of an interaction between an in store employee and a customer.

The receipt inspired an exercise where leaders in the company rewrote transactions to interactions at a summit with 5,000 CVS employees.

The receipt inspired an exercise where leaders in the company rewrote transactions to interactions at a summit with 5,000 CVS employees.

Phase 2: Defining the Problems to Solve

After several months of research, we shared our learnings in the form of an exhibition our clients could experience, complete with large-scale images of retail employees, sounds from the stores, and direct audio quotes from on-the-ground interviews,…

After several months of research, we shared our learnings in the form of an exhibition our clients could experience, complete with large-scale images of retail employees, sounds from the stores, and direct audio quotes from on-the-ground interviews, in order to humanize the lives of in-store employees.

We shared different domains of insights about their roles and daily experience, to help our clients narrow down what to focus on.

We shared different domains of insights about their roles and daily experience, to help our clients narrow down what to focus on.

Phase 3: Designing Conceptual Directions

We prototyped many iterations of how the employees are measured and rewarded, to help shift from a culture of operation to a culture of purpose.

We prototyped many iterations of how the employees are measured and rewarded, to help shift from a culture of operation to a culture of purpose.

We prototyped different ideas of how communication was rolled out from the executive level to the store employees.

We prototyped different ideas of how communication was rolled out from the executive level to the store employees.

Phase 4: Deploying Prototypes for Store Testing

Instead of traditional company methods, we designed a microsite to share information and updates about the project for store employees.

Instead of traditional company methods, we designed a microsite to share information and updates about the project for store employees.

We suggested an app to help with store visits to their district leaders, which gave them more autonomy then checklists and operational reviews, leading to a more human experience.

We suggested an app to help with store visits to their district leaders, which gave them more autonomy then checklists and operational reviews, leading to a more human experience.

Phase 5: Deliver

Throughout the project, we recorded and produced podcasts to share through the company, telling the story of our work.

Throughout the project, we recorded and produced podcasts to share through the company, telling the story of our work.

The project concluded with prototypes to scale throughout the company, and recommendations to move forward with.

The project concluded with prototypes to scale throughout the company, and recommendations to move forward with.

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