In a competitive market that is typically not relevant to consumers, and historically structured in siloes of lines of businesses focused on selling products, how can Guardian differentiate themselves and transform the way they do digital to put the customer at the heart of what they do?

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We conducted a rapid discovery phase to understand the current state, conducting 
17 stakeholder interviews across the business and reading 142 documents totalling over 350MB, including category research.


From the research, we identified a number of challenges throughout the business – both from an external and internal perspective –and identified five big observations for what was preventing them transforming how they operated in digital.


These included:

IT ran the digital ecosystem

End experiences were designed to meet internal lines of business needs, not consumers

Digital knowledge was lacking or scattered across the business

Nothing in the system was connected

The role of the corporate digital team was undefined


We ran a number of workshops with stakeholders to determine their point of view on how we could solve these challenges, which informed the overall strategy for the recommended transformation that Guardian needed to make. 

As a final deliverable, we created an executive stakeholder presentation to highlight six main areas of focus for the business and a roadmap for change over the next three years, ranging from “creating a connected experience that was consumer focused” to “recommended structure changes to create a single digital team”.

From this output, we have continued to work with Guardian to deliver their recently launched connected experience consolidating multiple sites and positioning the experience in a simpler and consumer focused way. 


We continue to work with them to centralise and embed data across their business and support in the generation of insight to inform improvements and work with them to restructure their teams to embed customer and digital first thinking.