Culture & Change Transformation through Performance Management Strategy
As part of a broader cultural transformation, I played a key role in the experience strategy and change design for a reimagined performance management approach—shifting from traditional evaluation models toward a strengths-based, team-centered experience. This new vision aimed to improve employee attraction, retention, and performance while aligning with evolving expectations around growth, feedback, and belonging.
Embedded within a Fjord team, I served as both a strategic partner and design translator—bridging human-centered design with business realities. I helped define the future-state experience, strategic roadmap, and north star needed to anchor the change strategy, guide implementation, and align stakeholders across the organization.
In addition, I designed and executed the change strategy to bring this vision to life through structured engagement, communication, and activation planning.
Challenge
The existing performance management process was misaligned with the company’s evolving culture and employee expectations. Traditional assessment methods weren’t supporting the organization's goals around development, engagement, and agility. Leaders needed a strategic and experience-driven framework to guide the transition—one that would be meaningful to employees while executable at scale. The team needed clarity, alignment, and a compelling vision to rally behind alongside a tactical change approach and plan.
Approach
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Collaborated with the Fjord design team and business leads to define a future-state performance experience anchored in strengths, team dynamics, and employee growth
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Created a strategic experience map to articulate the north star vision and define moments that matter
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Developed a strategic roadmap to guide phased execution of the change effort
Crafted a change strategy that blended human-centered principles with organizational operations, ensuring buy-in and feasibility -
Facilitated alignment among stakeholders by translating design intent into operational language and decision-making frameworks
Impact
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Delivered a clearly articulated future-state experience and experience map to anchor transformation efforts
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Defined a strategic roadmap and north star that unified business, design, and HR stakeholders
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Enabled more human, meaningful, and performance-enhancing conversations throughout the organization
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Positioned the change initiative for long-term success by grounding it in both employee insight and operational alignment
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Delivered Key Performance Indicator framework, aligning measurements to each part of the experience to validate success
