14% of elderly UK customers face everyday challenges concerning managing their finances while keeping up with modern banking practices.
Predominately failure of these systems is overly regulated complexity – our team simply changed that.
Over 7M representatives manage their money via digital services in the UK alone, and the number is rising.
How can we protect and raise the awareness of managing wealth through representative access and multiply the chances of protection and confidence amongst our elderly customers?
At Lloyds, we understood these challenges and built a proposition that simplifies access and enhances our services across three key areas – payments, statements and direct debits.
What will your product do?
How will your product work?
What should it feel like to use it?
What does your customer want?
What does your customer fear?
What does your customer need?
To look at the proposition at a scale, we created an Experience Map.
To build the right experience for our customers, we must understand the landscape. I initiated several workshops with CPO®s (Certified Product Owners) and the Service Design Team to create an Experience Map. It became the gateway to meet our challenges that regularly appeared between the Design and Development teams.
High-level User Flow represents the product feature relationship.
Complexity arises when you combine different user experiences and their permissions. To understand this complexity, we drafted a simple permission map that helped us to recognise these challenges.
The first piece of the puzzle we needed to solve was how a representative could manage a single account for another person – a so-called one to one relationship.
The key objective was to inform users that they managed someone else's money. They needed to understand what they had left their account and were working on someone else's.
The design team, including copywriters and researchers, ran multiple tests to determine how we could signpost that a representative was in an entirely different account.
Once single access was tested and reviewed, we started scaling to user groups needing Multi-Access.
A less common yet significant scenario consisted of a single representative managing the finances of more than one person.
To cater for this, we had to create a series of bridges that allowed a single representative to access multiple accounts and feel confident making payments on behalf of someone else.
Lloyds Bank Implementation.
The desktop version had more significant challenges than its mobile equivalent. It was not only about creating a bridge between two accounts; it was about presenting the entire philosophy of multi-account management.
It has to be obvious who's money is being managed. Equally, the user needs to know what type of payments they are making and on behalf of whom.
Design Framework expending existing Multi-Access functionality.
Design frameworks are usually classed as a design domain. Our framework was built alongside our talented development team which gave our work purpose and scale. Recognising the power of one language and one location – our team created, tested and delivered a comprehensive framework.
* By using analytics, we measure success and conversion rate constantly on specific journeys to provide tailored services.
Bank of Scotland Implementation.
Scaling the proposition across the Lloyds Banking Group brands brought our UI and content team some interesting challenges. They spent a significant amount of time with our CPO®s (Certified Product Owner) to deliver a tailored experience across all our products.
The customer that moves between one account and another need to be noticeable yet not distract from the primary call to action. We came up with a design proposition that used secondary colours to distinguish between primary and secondary actions.
Implementing the same feature across three brands at the same time could be mistaken as something that could simply be copied and pasted. However, the UI and content teams did an incredible job delivering a unique experience.
A basic user flow is usually very simple. The happy path represents an ideal journey from point A to point B. The fun starts when the requirements, business rules and exceptions come in.
Delivery at Scale.
This project was a perfect opportunity to implement the Design at Scale framework.
The Power of One
This included: assembling the team (One Team), defining a naming convention (One Language), creating an experience map while setting up a JIRA and Confluence operational model (One Product). The designers then took the initiative and created a comprehensive repository in inVision (One Place)
We needed to operate from the same model for this process to work which involved onboarding every part of the team. First, we onboarded the business to show how design can help with each stage of the delivery process by integrating design thinking into research and landscape analysis. Second, we replace product discovery with early prototyping to deliver tangible increments instead of spending valuable time creating a complete definition. And third, we quickly validated what is valuable to our customers and what the success look like for the entire proposition in business terms.
2000 - 2021
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. Easily trackable and sharable environment allowed us to move faster and smarter.
Twenty yeras in making
2000 - 2021
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.
2016 – 2017
Impact of the design and Design Ops. on the Product Delivery.
The overall budget estimate with teams involved in integration related to representative access in Personal Account Servicing including design, development, legal, risk, integration and operartiopn.
DaS™ saved across
The implementation of DaS™ saved operational and management costs across as we don’t need to spend the time on additional reporting due to automate data management and team integration across the transformation progremme.
Overall saving of the project, including team cost, operation, development and integration, was exactly 15.2%
* 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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