2021-22

Research | E2E | UX | Journey map | User Testing

Background

Westpac aimed to boost its business lending and enhance its market share by modernising its operations. In our initial phase of "Optimise" work, we were understanding and mapping thorough analysis of existing processes, pinpointing pain points, inefficiencies, and areas for quick improvement. Following this, in our "Modernise" phase, we weren't just seeking incremental enhancements but exploring avenues to revolutionise the borrowing experience. By leveraging new technologies, we envisioned frictionless online journey from application to drawdown.

My role

We were newly formed XD team under a new Chapter area Lead, I teamed up with a service designer and co-led Phase One of this project by conducting research, managing stakeholders, facilitating events, and preparing prototypes. Additionally, we collaborated with an external UX agency to test concepts. I'll explain later why we chose to work with an agency.

My key contributions

  • Co-created experience maps

  • Helped visualize issues by mapping them to journey steps and PCRMS

  • Conducted competitor analysis

  • Created user flows and high-fidelity prototypes

  • Facilitated Online brainstorming sessions

  • Engaged a content designer and wrote content for the prototype

  • Collaborated with an agency to develop scripts

  • Worked with the agency, and internal team to recruit business customers

  • Participated in testing sessions and provided unbiased analysis of feedback

Phase one -Project

Bevington conducted the process analysis, providing the bank with various data and insights, revealing a shocking revelation: an application had to navigate through over 4300 steps before completion. This prompted action from the business services tribe, striving to enhance customer experiences. We consolidated diverse research insights and prioritized addressing the highest-noise points initially.

Phase one focused on tackling the highest noise point - 'Capture the application'. Due to system limitations and manual processes, customer details had to be repeatedly entered into the system, resulting in poor data quality and high noise. Our initial plan was to introduce a digital application to alleviate these challenges.

This project began during the COVID-19 pandemic, with restrictions necessitating that most of our activities be conducted remotely and online. I collaborated in leading, planning, and executing various tasks to understand the pain points. Together with a service designer, we created multiple artifacts and held various sessions. Below are the details of these efforts

Details of the tasks

Co-created experience map

We mapped the customer experience by analysing data from customer feedback, Relationship Managers, and frontline staff, as we were not allowed to directly engage with customers during that time. These activities and workshops were conducted to inform the bank and stakeholders about the role of the Experience Design (XD) community and how it could help the business achieve its goals more effectively.

Visualised issues by mapping to journey steps & PCRMS

We introduced a journey framework and established connections within our value chain guidelines, demonstrating to the bank through various artifacts. In the experience map, we visualised “noise” areas identified along the journey steps.

Competitor analysis

I conducted an extensive desktop analysis of how other banks are approaching this in the current market. Gathered screenshots and made sense of the logic behind the key information they are gathering, as well as how the questions and sections are formed. Incorporated all these insights into our concepts.

I quickly transitioned into solution mode, exploring numerous ideas and brainstorming with service designers, technical experts, and product teams. Together, we assessed what was feasible to build and what was not.

Solutions

Flows

I sketched flows of various journeys and validated with technical teams to understand the feasibilities

Screens

Build wirframes and highfidelity screens for testing using design system

Content design

Engaged with content designer to do the content writing for the pages

Traditional form vs Type form

Here comes the biggest question: should we use a traditional form or Type Form to capture lengthy applications? What are the benefits of both, and what are the drawbacks?

After careful considerations and hefty discussins we decided to use type form to capture the application up to a certain point..

We thought..

  • Type form can imitate conversation style, enhancing trust and engagement.

  • It offers interactive, conditional logic, allowing dynamic form responses based on user input.

  • Its visually appealing design and minimalistic approach can increase user engagement.

Prototype and usertesting

Crafted Figma prototypes for 5 distinct scenarios and features, each meticulously tailored to address specific user journeys. The primary focus was on the existing customer application journey, (to aviod customer due diligence and Anti-Money Laundering (AML) processes), with conditional approval serving as a pivotal outcome of the journey.

Usertesting

The service designer and I engaged an external agency to conduct testing. As a newly established XD chapter within the business, we viewed this project as an opportunity to shed light on areas for improvement. Our objective was to educate and encourage Westpac to prioritise research processes and customer feedback, recognising their importance in increasing Net Promoter Scores (NPS), crafting optimal experiences, and more.

By highlighting the value of well-crafted design processes, we aimed to inspire senior stakeholders about the potential for enhancement. We arranged for all senior leadership, Business Banking, and IBB stakeholders to visit the agency's stylish and meticulously designed office, where they could witness firsthand the value of customer-centric practices.

Method

We conducted rapid In-person user testing over a span of two days, followed by a rest day, and then another two days of testing. Each session lasted for one hour, with feedback discussions conducted between sessions. We made improvements during the testing process, prioritising changes in three ways: easy ones and prototype adjustments were immediately implemented before the next session. Changes requiring technical discussion were reserved for the rest days, while significant alterations were marked for the next phase of development.

Key learnings from testing

Assist

From the testing, we observed that users were not paying attention to or were ignoring the always-on side panels, even when they needed assistance during their journey. We believed that this behaviour stemmed from users being highly focused on completing their primary task and thus becoming unaware of or indifferent to supplementary information or support available on the side panels.

Trust

Trust emerged as the biggest issue.. Even though users express satisfaction with Type form, digital interfaces often struggle to establish trust comparable to human interaction. e.g. when we ask users to connect their business financials via third-party providers, they exhibit significant hesitancy.

Saving the application

Initially, we created a username and password system to allow users to save applications midway and receive email confirmations. However, users were hesitant to create a username and password, as they perceived it as committing to the bank. Therefore, we modified the prototype to use an application number instead of a username. Although this change did not generate significant enthusiasm, it was perceived as an improvement over the previous idea.

Outcomes

Type forms

We standardised Type Form designs as patterns and incorporated them into our design system for reuse. This involved meticulously documenting the design elements, styles, and interactions of Type Form components.

Trust

As part of this project, we initiated discussions on how digital interfaces can enhance trust and when and where human intervention is needed to assist and guide customers through complex interactions with the bank. For instance, during complex product origination or due diligence processes, human guidance may be essential to ensure customers navigate the complexities effectively and confidently.

Customer CareLab

Our Chief Experience Officer pushed for and got it approved the Customer Care Lab, a dedicated space where we engage customers in meaningful conversations about their banking experiences. It also serves as a design studio for our team, hosting workshops, meetings, and collaborative sessions. This achievement, a part of the XD chapter, underscores our ability to make a tangible impact within the bank, fostering deeper understanding and empathy for our customer's needs and experiences

Phase 2

In the second phase of our project, I focused on clarifying the processes involved in the "multi-director" and "joint application" flows. Additionally, we delved into the conceptualization of the "application hub." To validate these concepts, we conducted multiple rounds of testing with users.

Future

Currently, our existing technology infrastructure isn't sufficient to bring these concepts to fruition. Consequently, the bank has shifted its focus towards upgrading its technology to enhance the overall customer experience. We've provided the insights, testing results, and identified patterns to the respective initiative owners to guide them in this process. This collaboration aims to ensure that the updated technology aligns with our vision of delivering a superior customer experience.

What I have learned

  • Establishing trust via digital interfaces remains a continual challenge for banks, fostering opportunities for growth and innovation.

  • Despite our efforts to introduce contextual components to aid users, they consistently overlook the sidebar, even when they are stuck and require assistance.

  • Human interaction remains valued, as individuals often prefer discussing ideas with fellow humans, making it challenging to eliminate this aspect from their journey.

  • I learned to think big picture during this project. Strategising scalability and applying learned patterns to diverse lending products

  • Through this project, I expanded my proficiency in project management, stakeholder engagement, and collaboration with external parties.

  • I learned how to simplify complexities while working on this project.