4 years prior, the employee-facing IT org (WDS) had hired a consulting team from Deloitte to help them craft their 4-year strategy and roadmap. Due to budget cuts, it wasn't feasible to hire consultants this year. Additionally, budget constraints put added pressure on the WDS organization to get laser-focused only on work that will have the highest impact on overall IT goals
Covid brought a massive shift in how USAA employees collaborated and worked together. We learned to embrace remote working, and adopted methods to stay connected while we couldn't be in person. But with a return-to-office looming on the horizon, we faced a risk of returning to the way things were before - when collaboration required in-person meetings, and those remote, hybrid, or not in our home office were not included equally.
There were a wide array of services, offerings, and infrastructure provided as internal tools to enable USAA's workforce to do their jobs. A majority of those offerings were disjointed and disconnected from each other - from visuals to communications, from hierarchy to findability, from transparency to education. USAA employees were not able to interact with workforce-facing applications as a single entity.