Objective

Enhance customer experience by designing a better way for external and internal clients to access interactive, relevant, and comprehensive information. Cx360 is aimed to provide transparency into State Street services, processes and success metrics to external customer and empower internal employees with tools and information to deliver better support and solutions to their customers.

My Role

I owned end-to-end UX activities from inception to execution.

UX Challenges

This was a high visibility, hallmark project, impacting many stakeholders, often presenting conflicting priorities. How to collect this information, distill, align and prioritize them to define cohesive vision, strategy and tactic.

Approach

Applied design thinking, human-centered approach to the development of this complex product, and enable our team and leaders to achieve better client and business success.

Interviews and workshop helped creating personas for Cx360, so we can design solutions to meet needs and goals of the real users and address persona's pain points. Eight personas were initially created. They were grouped into 3 distinct categories: Strategy, Operations and Technology.

The Big Ideas (high-level building blocks) and other outputs collected during workshop and user interviews, were synthesized into discrete components for Cx360. We worked with users to help create Empathy Map, As-is Scenario Map and To-be Scenarios maps to document the collective understanding of the users workflow to tell the story of a better experience for our users in the future. The future state scenarios helped developed a comprehensive list of capabilities and user enablements.

During the visioning phase, the capabilities were prioritized based on two criteria:

1) Business Value – how significant it to the organization

2) User Value – how beneficial it is for the end user on a daily basis.

A number of the surveys to stakeholders, representing key personas, were conducted in order to collect information to inform impact of the capabilities. The overall impact score is the collective score for each capability category, a sum of total average business value and user values.

This approached helped us build a backlog of user-requested features and help to prioritize what to build first for the Minimal Viable Product (MVP). Mobilization phase was the next step. As the project moved into implementation, the overall scoring of capabilities into user continued to be refined and expanded stories to provide to the development team.

Solutions

During mobilization, discovery garage and ongoing delivery phases, we closely collaborated with various types of stakeholders and never stopped user research to refine users and business requirements. Our approach to design was highly iterative, validating our design concept and approaches by users early and often.