Vodafone DesignOps • December 2018 - Today
The omnichannel approach takes into account all of the retailing activities aimed at successfully selling products to consumers using multiple available channels simultaneously. This approach helps connect all of the available platforms seamlessly, thus benefiting businesses in numerous ways. I helped the company execute its digital transformation strategy, creating new products and services following an omnichannel approach. Thanks to this plan, we evolved to a new operating model that removed legacy systems and working siloes and enabled the organization to innovate and deliver at pace.
Understand the role of each digital touchpoint in the customer universe and define how the different channels coexist to maximize sales opportunities and elevate the brand top of mind
After the discovery research, we had a substancial amount of qualitative user data, and the challenge was to present the findings to stakeholders and teams. We summarised those as functional pillars, which helped us illustrate the proposition and establish the design direction. Thanks to this, it was easy for stakeholders to see the core challenges and the underlying user needs.
Successful organizations take care of customers loyalty and user retention. Emotional experience is an essential part of user-brand interaction. Positive and delightful experiences can be reached only by a robust service that shows cohesion and consistency between multiple touchpoints.
My Role in the Project
UI Chapter lead
UX chapter lead
Design Squads X4
My contributions overlapped the different design disciples. Our operating model enables us to work collaboratively with the design squads, guide the work of the designers and align with product managers from the discovery to the delivery stage. I worked closely with the product owners, program lead, Service and UX design lead and the BA on all VF consumer touchpoints and determining user needs, pain points and the broader experience framework. I led a few multi-purpose design workshops and went through the design thinking processes to help designers validate assumptions. I helped the team consolidate our visual design language across channels and cement our design system in our design processes. Ultimately I supported the work of agile teams, signing off the UI design work and
helped product owners prioritize features based on the balance of business objectives and user expectations.
After several interviews with customers and staff advisors, we identified critical "to be" user journeys to provide a baseline for developing the holistic Design10 experience. In this exercise, we considered all the touchpoints and non-existing functionalities based on our collected information.
After several interviews sessions with both customers and staff advisors, we identified critical “to be” user journeys to provide a baseline for developing the holistic Design10 experience. In this exercise, we considered all the touchpoints and non-existing functionalities based on our collected information.
MY role in the project
My Vodafone as a Service
When considering the broader experience, MVA is ultimately a utility service designed to resolve customer needs across multiple touchpoints. Website, chat messenger, mobile, smart home devices, wearables and retail kiosks. I worked on the holistic framework and experience strategy model to meet the customer's expectations in each context. The goal is to provide a continuous, seamless, and consistent experience that would enhance the touchpoint thanks to signature moments and ultimately enhance the specific channel experience for customer and staff advisors.
How can we transform transactional journeys into engaging, authentic, personalised and consistent customer experiences in both the digital and physical environment?
Given the complexity and the scale of the project, we went through multiple stages of investigation to exactly find out the user needs and determine the business goals we wanted to focus on. With the service design team, we collaboratively work to establish a coherent experience strategy by pursuing design thinking artefacts and exercises that would support the execution, elevate the experience and ultimately align the different parts of the business at a global scale.
Feel free to navigate the full pdf document attached.
Customer journeys are beneficial assets to understand the customer engagement on each touchpoint. However, communicating the bigger picture to different levels of stakeholders can be challenging and cumbersome. To facilitate understanding the journeys and long-term opportunities, we created few vision videos that worked as north light for the design direction and helped align the teams towards common goals and objectives.
We crafted customer journey maps to visualize the process a customer, prospect, and advisor go through to achieve their goals. Thanks to these visualizations, we were able to get a broader sense of our user motivations, needs, and how to satisfy those efficiently. Here you can see an example of one of the maps we produced.
As soon we started tackling the design framework, we developed few design principles to guide the execution of Design10 Omnichannel. We acknowledge that user needs and motivations were a fundamental factor for the experience success. For this reason, we leveraged those desires to create critical principles that helped us resolve the complexity of targeting very different personas and multiple touchpoints. The design principles were broad and inspiring to enable the teams to experiment and innovate whilst being detailed and considerate when making critical decisions for both customers and advisors.
In recent years we witness new, disruptive innovations in the world of wearable technology, advances that will potentially transform life, business, and the global economy. The wearable revolution is also shifting long-established patterns of utilizing data in our daily lives and social interactions. It's a lot more personal, immediate and accessible. With the advent of new interface mechanisms transforming how we view and interact with technology, we explored how MVA would surface on these devices. Leveraging our Omnichannel approach, we determined few opportunities and innovative use cases on smartwatches, extending the MVA capabilities towards new scenarios to help the customer and the business achieve further goals.
MVA10 "In-Store" Mode
Modern users use their smartphones when shopping in brick and mortar stores and expect consistent customer service that will learn from their in-store and online activity. With the power of integration, deeper analytics, and more robust technology, we explored the opportunity to do more to drive and enhance the in-store and omnichannel experience. Within the standard MVA10 framework and its design approach, we developed the "Instore" solution to make the customer experience original and seamless in the physical space. I was in charge of leading the design activities. We developed an omnichannel design strategy with the team that focuses on providing a superb customer experience by maximizing the product&services browsing inside the shop.
MVA10 "InStore" mode can guide the customer to the shop thanks to AR directions, prompt check-in, allow automatic login and ultimately delight the customer by transforming the user interface to contextualize the retail digital interaction. The application can then surface further opportunities from the specific store, such as live deals, events and gamified activities to unlock rewards.