How can we designers improve and implement a secure, compliant payment feature in existing financial user journeys for our commercial customers without harming the current experience?
Taking responsibility for the team and the overall proposition is the key to success.
This proposition defines three areas of expertise. First – translate existing code to new MCA (Modular Cloud Architecture) code-base. Second – update all components to the new Constellation Design System. Third – cooperating and validating a new design model across the central and peripheral teams.
This was a practical illustration showing that collaboration between three disparate parts of the business can bring significant value to our Lloyds Bank customers.
Design operation plays a vital role in the overall product delivery and proved to be indefectible in speed to integrate FCA regulation across all our commercial products.
Strong Customer Authentication (SCA) is a form of two-factor authentication designed to identify customers using specific rules around what constitutes ‘authentication’.
SCA is part of the second Payment Services Directive (PSD2), designed by the European Union. It revolutionised the payments industry, affecting everything from the way we pay online to what information we see when making a payment.
AAA is a term used concerning information and online security. It refers to the following:
the process of verifying an individual or agent is who they claim to be
the process of verifying the individual or agent has the right to access a given service or information
(sometimes referred to as ‘audit’) - the process of capturing all interactions an individual or agent has with protected services or information
The authentication principle is based on the premise of user situation and interaction.
Something I …
The Experience Strategy
and Behavioural Principles.
Setting robust Experience Design Principles helps us align thinking and action across the different teams objectively. These are progressive principles that drive, measure and educate the team across a wide range of touchpoints.
Simplicity & Accessibility
Keep it simple and easy.
Onboarding & Education
Guide me towards autonomy.
Context & Intelligence
Empower my confidence.
Ownership & Security
Manage my risk.
While introducing a new authentication infrastructure, out team have to create a persistent and accessible history of all interactions alongside building a customer profile repository.
Categorised impacted journeys across all channels and identified effective authentication methods that suit all possible 83 user scenarios.
To integrate the proposition across 30+ active Commercial Banking journeys, we had to find a way of aligning all components in one single ecosystem. To bring the team up to speed, we had to synchronise our thinking and expectation from delivery. "The Power of One" helped us establish one language, one location, one team, and one product– philosophy for all 2k+ financial components.
Fast payments became the first journey we tested with our propositions. The front-end team quickly replicated the current user-journeys, and from this, we started extracting the necessary information crucial to our future design challenges.
New and Existing
First, we separated beneficiary journeys (new and existing). This way, we knew where the SCA integration should appear.
The Unified Design Framework (UDF) team helped us standardise the proposition and bring all our 30+ scenarios into one visual ecosystem. With the help of our central UDF team, we sped up our design delivery by approximately 37%.
The overlays interaction and decision making.
Managing a significant amount of data in an overlay has an impact on how the data going to be handled. Our team had to drastically optimise our components so that we can concentrate on loading customer information instead of fancy UI.
Constellation in this respect helped us to set the basics and our contribution brought a simplified complexity that Constellation lacked. By collaborating we bright the best of both teams together – a robust design ecosystem and well functioning product that can scale at any time.
The following components board shows a fraction of our design framework. Once the basics were established we can move on to variants and specific scenarios.
By constructing details this way both teams can work in tandem and gain the advantage of supporting each other with the design outputs.
Multi Payments was the oldest feature in the system. That’s why it needed to be worked from the ground up.
The current state compress the data in the lefthand column, and the user had difficulties understanding the interaction flow. After several prototypes and testing with the development team, we agreed on a proposition. We have saved 20% of the budget and three weeks of time for our customers by speeding up the journey release by 2 months.
Standing orders are one of the most common financial features used by banking. against industry-standard out team proved to give the best experience for Standing Orders through extensive customer testing and ongoing validation.
Product Design Delivery at Scale.
2000 - 2022
The Customer Experience team together with talented BAs created Design Hubs where we shared all information. The hubs allowed us to collect our High-Level Requirements (HLRs), User Acceptance Criteria (UAC), System-Level Requirements (SLRs), as well as the design prototypes and all their iterations. An easily trackable and sharable environment allowed us to move faster and smarter.
Twenty yeras in making
Atlassian's JIRA helped me organise work across the three teams and 30+ projects. Together with CSM® and powerful Jira Query Language (JQL), we created dashboards that operated and informed stakeholders about the current situation, velocity and how we were delivering value to the business.
SCA Product Team.
Senior UI Designer
Impact of the design and Design Ops. on the Product Delivery.
The overall budget estimated with teams involved in FCA integration related to strong customer authentication in Commercial Servicing
DaS™ saved across
DaS™ implementation saved on operational and management costs as we don’t need to spend the time on additional reporting due to automate data management and team integration across the transformation programme.
Overall saving of the project, including team cost, operation, development and integration, was exactly 7.8%
* All my teams operate on a simple family model. Across the multicultural and multidiscipline teams, we all have families and understand our roles – translating that correctly to the team makes a significant difference to the tribe and their outcomes.
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