For a moment there, Verizon was interested in transforming from a telco to a technology company.
Riddled with organizational challenges and stiff competition, they invested in a series of efforts to design and build in-house new products, starting with messaging.
We kicked things off with qualitative ethnographic research and survey studies to identify unmet needs we could fulfill. We developed a product strategy as well as an organizational transformation plan to set Verizon up so they could execute themselves.
The result was a suite of communications products including messaging and video calling across mobile and tablet.
The products never made it to market. Alas, Verizon was not ready to become the technology giant they thought they were worthy of.
I led research, strategy, design, and the client engagement.