Depositors Compensation Scheme
Research | UX | Journey map | User Testing
2023-24
The Depositors Takers Act (DTA) and Depositors Compensation Scheme (DCS) are new regulations introduced by the Reserve Bank of New Zealand (RBNZ) for all deposit takers. The project focused on understanding the bank’s role within these new laws, aligning with customer expectations, and determining the most effective ways to provide protection and ensure easy access to compensation information for both depositors and bank representatives.
Delivering to the Act’s purpose and Westpac priorities
Promote safety and soundness of deposits
Promote confidence in financial system
Mitigate the impacts of crisis on the broader economy
Top priority project
Improving banker experience
Understanding customer impact, and Improving NPS
What did I do?
As the Senior UX Designer, I led the end-to-end design process, including research, prototyping, user testing, and stakeholder alignment. I collaborated closely with product owners, developers, and compliance teams to ensure that all user journeys were clear, seamless, and legally compliant.
Design process
The process we followed was not linear; we continually improved and experimented with various aspects. This iterative approach allowed us to refine our methods and better understand customer needs throughout the project.
Discovery
We spoke to 30 people
We carried out 30 in-depth qualitative interviews with customers aged 18 to 82, representing various banks and a range of net deposits. Observers from the Reserve Bank of New Zealand. I actively participated in the interview synthesis process.
Quantitative Survey
We received 2,200 responses from the survey conducted among both individual and business customers.
Synthesis
It was a Herculean task for the research team to synthesise such vast data within the given timeframe. Therefore, we all actively assisted the Research team in comprehending the customer's mental models and responses.
I analysed and identified impacted journeys
Journeys
After thorough consideration, using westpac’s unique experience framework, I narrow down the customer journeys to 6.
existing customer with less than 100k balance seeking information
existing customer with more than 100k, labelled as complex customer
dormant customers reactivating accounts to be prepared
new to bank customers product origination
our bank customers in crisis
other bank customers in crisis…
Channels of engagement
Digital -un authenticated
Digital - Authenticated
Non Digital (branch, contact centre, Rms etc)
Desirabilty workshop
I created 30 customer profiles with questions and answers, ensuring the protection of their true identities to safeguard their privacy. I co-led an empathy workshop to synthesize the data, selecting 30 participants from the programme and providing them with these profiles a couple of days before the workshop. This enabled them to empathise with the customer and represent their voice during the workshop. We split the participants into groups and extracted key insights into each customer's needs, concerns, and expectations from the bank
Journey map with customer needs
I mapped and segregated customer needs, then integrated them into various journey maps based on scenarios, with variations depending on the channel of engagement. For example, I analysed the needs of customers when they start or renew their deposit accounts.
Shared the journey maps with the programme and effectively communicated the identified customer needs. This ensured that everyone involved had a clear understanding of the customer perspectives and could incorporate these insights into their work.
Educating the Program Team on Experience Design
The majority of the program team had not previously worked with the Experience Design team. As a result, we needed to educate them on the processes, artefacts, and specific needs at each stage of the design process. I played a key role in advocating UX practices and consistently shared artefacts with the team to ensure they were aligned and informed throughout the project. This continuous education and advocacy helped integrate UX principles into the program and fostered a collaborative approach to achieving our design goals.
Shots from journey map playback
Crazy 8
We conducted Crazy 8 workshops with the program team to quickly identify potential solutions. We generated almost 200 ideas. Although the majority of the ideas were not directly useful, the activity provided numerous insights and sparked creative thinking, contributing valuable perspectives to our overall strategy.
Viability & Feasibility
We held multiple workshops with various departments to assess the viability and feasibility of different solutions, along with expected costs, requirements, and priorities.
Prepared for usability testing of key journeys
Hypotheses and script
Based on the identified needs, I formulated hypotheses to test and developed various prototype iterations. I also created testing scripts aligned with these hypotheses to ensure thorough evaluation and validation. This approach allowed us to systematically test our assumptions, refine our prototypes, and ultimately create solutions that effectively addressed the customer's needs.
Prototype
Testing with the customers and bankers
My content designer and I conducted extensive testing with customers and staff. The testing took place remotely via Teams, where participants engaged in one-on-one sessions. Users shared their screens to interact with the Figma prototype, taking control to complete three payment scenarios. Throughout this process, participants were encouraged to share their thoughts and experiences.
To engage program teams and stakeholders, we invited them to participate as observers. This involvement helped educate them on the value, process, and benefits of directly listening to customers, fostering a deeper understanding and appreciation for the user experience design process.
Mapped the risks
All of the artefacts produced by the XD team were constantly updated. The journey map was a prime example. Initially, I only had journey steps and needs, ss the project progressed, I added swimlanes to the map, incorporating channels, touchpoints, and other elements. A major focus was identifying risks. during conversations, workshops, and customer and banker testing, I continuously identified risks and updated the maps accordingly.
Customer and Banker Solutions
We locked down various solutions and defined messaging strategies for different channels. The business initially considered setting up a specialised contact centre to handle calls about eligibility and other queries. However, after speaking to customers, we realised they wouldn't call us; they just needed information. So, we decided to create a dedicated section on the website with all scenarios, examples, etc., complemented by timely communication in simple, plain English. For bankers, we will update our knowledge base with the same content as the website so they can easily point customers to the right places.
Reflection & learnings
Engaging with stakeholders required navigating tough conversations, setting clear expectations early, and consistently educating them to align on shared goals. Through this, I learned that clear communication and proactive guidance help foster trust and collaboration.
A customer-first mindset reinforced the importance of listening to diverse perspectives. I observed that people focus on their immediate needs in times of crisis, making it essential to simplify and prioritise solutions accordingly. Additionally, I realised that hypothetical crisis scenarios often amplify anxiety, so I adapted customer journeys to provide reassurance without introducing unnecessary fear.
Another key learning was the distinction between offering information versus advice. Customers prefer access to clear, relevant information that empowers them to make informed decisions rather than being told what to do. Lastly, I deepened my awareness of vulnerability—understanding that it presents itself in many forms and is more widespread than often assumed, reinforcing the need for empathy-driven design.