A 4 week digital transformation discovery using an intentional experience model to affect channel shift.
Overview
Over 4 weeks a team of 5 consultants including myself as UX lead worked with a regulatory authority to discover how we could help them strategically move customers onto fully online user journeys using an intentional experience model.
The brief
We were tasked with gathering user data and selecting good customer journey candidates for a new fully digital service. This included journey mapping the existing multi-channel user journey and understanding the underlying the technology stack. We would then present a report outlining the new online journeys and the technical dependencies.
Approach
Our job during 4 weeks discovery was to use an intentional experience model to drive out 2 key customer journeys that could sit behind a single sign-on – thus giving demonstrable improvement to customers within the first 90 days of development.
We took a ‘baked in’ agile approach. The whole team worked on weekly sprints and weekly show and tell sessions which were open to the whole organisation. We worked diligently on knowledge transfer with our client counterparts to ensure they understood why we were doing things. We wanted them to experience the fast-paced approach to prioritisation, self-organisation and decision-making.
As UX lead I ensured that we involved staff as much as possible. We co-created a memorable cast of personas all related to each other in a kind of mini soap-opera that was easy for everyone to relate to and understand – whatever age. I created a system of printable sticky notes that helped us with journey mapping. These proved successful so I will be expanding on that system going forwards. We frequently brought over staff to test our new user journeys so were able to find where we had gaps in our knowledge and adapt our journeys collaboratively.
Outcome
After our final presentation, we received great feedback from the clients. They felt greater confidence that this first delivery phase would deliver because they had experienced first-hand the value that an agile approach to digital transformation would bring. We prepared a comprehensive report outlining our approach to the next development phase and that was then turned into a tendering document by the client.