Improving data delivery by enhancing teams' collaboration

Under the claim “The Power of Data Is Yours”, Galp is on its journey to becoming a data-driven company, capable of leveraging the value of data to create impact, drive business results and improve its customer service. This challenging goal requires a collaborative culture and true alignment between all teams involved in data-related activities, especially when it comes to providing data to everyone in the organisation. Equipped with dedicated expert teams, Galp has joined forces with Koos to outline and agree upon a strategy that provides guidance and coordination of these activities within the organisation.




Align and improve team’s interactions within the current data delivery flow, in a way that is implementable tomorrow, to level up data service provided to internal partners.


Together we created an integrated, seamless, and continuous process to deliver a better, faster, and optimised experience.

The grounding stones of the provided service

The main goal of our intervention was to create an efficient flow that considers all stakeholders’ needs when making data available.

Through this process, we facilitated the agreement among more than 20 decision-makers on one end-to-end data delivery process, impacting several actors from different teams, as well as the definition of Service Level Agreements on five critical interactions among them. Together, we created an integrated, seamless, and continuous process to deliver a better, faster, and optimised experience.

To make the data service process consistent and more customer-focused, we immersed ourselves in building Galp’s 5 Customer Experience (CX) Principles before diving into internal interactions or granular processes. 

Collaboratively, stakeholders shared and agreed on what they believed to be the essential principles in the service they are offering, thus creating the CX Principles. These served as grounding stones for providing service, driving stakeholders’ alignment, promoting continuous improvement, and aligning decision-making around explicit criteria. Throughout the project, the team brought them to the table several times when quick consensus was needed.

A holistic and agreed overview of the process

After defining the principles of the service, it was time to go one level down on the detail inside the data delivery processes and achieve an agreement on the overview of the flow.

It is crucial to have the flows mapped in a high level of detail. Before diving into that depth, we needed to be aligned on the big picture so that the different actors and phases would be organised in a holistic perspective, from beginning to end. To achieve that, we collaboratively developed a Service Blueprint, which helps teams visualise the relationships among different service components. 

Going beyond datasets into actual agreements

At this stage, we had the process overview clear. But how could we promote an even deeper agreement to ensure the best process flow possible? With this goal in mind, we deep-dived into the most critical interactions between actors and built Service Level Agreements (SLAs) for each. These agreements represent a documented commitment among the stakeholders and serve as guidelines for correct interactions. 

The SLAs contain important information for a better flow of the process, such as the exact type of information to be shared and by whom, as well as other needed support information to guide the interaction.

From paper to daily activities

As expected, data processes are inherently complex, involving several organisational actors. Each of those should clearly understand the process adapted to their needs. Therefore, communication is as important as mapping processes. For teams to implement it in their daily routines, they need to have easy access to the process, and its future updates, in a level of detail that is relevant to them and fits their data maturity.  

Collaborating with more than 20 decision-makers from Business Units (internal client), Data Office, and IT Teams, we achieved an end-to-end agreement on 1 core process with 45 activities with an impact on more than 7 different actors from 3 teams. From here on, the interactions among actors may benefit from the continuous creation and updating of the SLAs, always based on learnings from real feedback loops.

Moreover, we do not expect (and promote) that the process should be written in stone. Therefore, it should keep evolving and continuously improve by reflecting on the defined CX principles, collected feedback and relevant metrics. 

Galp is already moving in the right direction by agreeing on processes that drive and promote the shift to a data-driven organisation.

The brainpower behind this project

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Vasco Alves

Vasco is enthusiastic about combining business and engineering with service design to see how real needs turn into actual outcomes and processes.

Luiz Botega

Luiz is eager to make the world a better place through the intersection between design and AI, one experience at a time.
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